Operations Analyst, Cross-Department

Remote (EST working hours)  •  Full-time  •  Reports to the Technology Lead

About UtiliSave

We have returned more than $700 million in refunds and savings to our clients, and we are working toward $1 billion. For over three decades UtiliSave has audited utility bills and recovered money clients did not know they were owed. We are about 35 people, fully remote, and we are in the middle of rebuilding how the company runs — a new CRM platform, an AI-assisted audit process, and modern tooling across every department.

That rebuild is why this role exists. The systems are changing, the work is real, and the person in this seat gets to shape how the company operates.

About the Role

We are looking for an Operations Analyst who will own how work moves between departments.

You will start by sitting with each department, learning what they really do (which is usually not what the org chart says), documenting it, and then fixing it. Some fixes are process changes. Some are just getting two teams to agree on who owns a handoff. You will run those changes as projects, with owners and dates, and you will be the person leadership asks for status. You report to the Technology Lead, you work directly with the CEO and department leads.

What You Will Own

•       Sit with each department, map how work actually flows today, and produce documented process for every team — including the handoffs, the exceptions, and the parts nobody has written down.

•       Find where work stalls between departments, propose the fix, get agreement from the people affected, and see it through to adoption. A documented process nobody follows does not count.

•       Run cross-functional projects end to end: scope, plan, owners, dates, dependencies, and follow-through. Keep them moving without needing to be chased.

•       Build the process infrastructure that makes work visible — SharePoint document libraries, shared task lists, intake forms, templates, and checklists. Light-weight tools people actually use, not a bureaucracy.

•       Facilitate recurring cross-department meetings. Set the agenda, run the discussion, capture decisions and owners, and make sure last week’s commitments get closed before new ones get made.

•       Track work in Jira and give leadership one reliable source for status — what moved, what is stuck, who owes what, and what is at risk.

•       Surface risks, blockers, and cross-team dependencies early, and drive them to a decision instead of parking them on a list.

•       Analyze where time and rework are going, and bring back a recommendation with numbers behind it rather than an impression.

•       Support change adoption: train teams on the new process, check whether it stuck 30 days later, and adjust it if it did not.

•       Keep documentation current as processes change, and prompt the owners when it drifts.