Vice President of Operations – Professional Services

Run and scale the delivery engine behind a growing technical professional-services and software company. You will lead a roughly 40-person organization, influence the performance of most company revenue, and partner directly with the CEO on strategy, growth, and acquisition integration. It is a high-impact operating role with a credible path toward broader COO-level responsibility as the business grows.

This confidential company serves public-sector clients nationwide and is expanding organically and through acquisition. It needs a hands-on leader who can bring financial discipline, clear accountability, and a scalable operating cadence without burying a fast-moving, relationship-driven business in bureaucracy.

This is not a back-office role or another layer of project management. You will lead through leaders, own delivery performance, and make the staffing and commercial calls required to improve utilization, contract achievement, quality, and margin. There is no billable target; your capacity is reserved for running the organization.

The Opportunity

Reporting to the CEO and serving on the senior leadership team, you will lead the Delivery/PMO leader and technical Capability Leads across approximately 40 consultants, project managers, and specialists. Because consulting revenue flows through billable delivery, your organization influences roughly 70% of company revenue.

You will own the delivery operating system: capacity, staffing, utilization, hours billed, budgets, contract achievement, scope discipline, quality, escalations, and portfolio margin. You will also help shape company strategy—pricing, staffing mix, investment and cost decisions, annual operating goals, new-business growth, net dollar retention, recurring-revenue mix, and the productization of repeatable offerings.

As future businesses are acquired, you will lead operational integration across systems, staffing, standards, and delivery practices. Broader COO-level scope is a real possibility, although there is no fixed timetable; expanded responsibility will follow demonstrated performance and business need.

What You Will Own

- Lead and develop the Delivery/PMO leader and Capability Leads through clear goals, 1:1s, performance conversations, and real accountability.

- Build a trusted cadence for staffing, capacity, delivery reviews, escalations, resource allocation, and portfolio performance.

- Create visibility into where delivery makes or loses money by project, capability, and person—and act on the findings.

- Improve utilization, hours billed, budget and contract achievement, scope discipline, quality, and gross margin.

- Review scopes, budgets, schedules, staffing assumptions, pricing, and complex pursuits before commitments become delivery problems.

- Make final allocation, people, budget, and scope calls when issues cannot be resolved at the leadership level.

- Replace recurring workarounds and individual heroics with repeatable practices that scale with revenue and headcount.

- Serve as executive sponsor for significant accounts and bring senior operating judgment to client, CEO, and business-development conversations.

- Lead the delivery-side integration of future acquisitions.

What Success Looks Like

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First quarter: establish command of delivery economics by project, capability, and person; put a working operating cadence in place; and clarify decision rights.

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Year one: leaders own outcomes at the right level, staffing and capacity reviews run on a rhythm the organization trusts, utilization and margin move for understood reasons, project performance is more visible, and fewer issues require CEO intervention.

What You Bring

You may come from professional services, consulting, managed services, systems integration, cloud or IT services, engineering or architecture services, software-connected services, military leadership, or another project-based operating environment. GIS experience is not required. The exact industry