The challenge
We are looking for our Chief Operating Officer — the leader who will rebuild the operating system of Plenit, formerly Jotelulu, so that growth, partner experience, and team velocity keep compounding through our next stage. You will report to the CEO, sit on the Executive Committee, and be the partner the rest of the leadership team turns to when a decision needs to get made and an execution plan needs to ship.
This is not a coordination role. It is an ownership role. The things that worked at 30 people are quietly breaking at 130 — and will silently kill Jotelulu at 300 if no one rebuilds them in time. You will redesign how we plan, decide, measure, and run the company across four markets and our own infrastructure, so we are ready for the next 170 hires before they arrive.
This is a hands-on role. You will sit with partners, with country teams, with engineers in the data center, and with the CFO closing the books. You will spend more time fixing things than presenting about them.
Requirements that are important for us
We are looking for a Chief Operating Officer with deep operational leadership experience, strong financial and commercial fluency, and the ability to scale a high-growth B2B technology company across multiple countries without losing execution speed or culture.
The ideal candidate combines strategic thinking with an operator mindset: someone comfortable owning P&L, rebuilding organizational structures before they break, making hard leadership decisions, and translating company strategy into operational reality.
This role requires someone highly hands-on, capable of operating across infrastructure, finance, GTM, people, and execution layers while maintaining simplicity, speed, accountability, and operational excellence.
Relevant experience and expected outcomes
10+ years of experience in B2B technology, with a meaningful portion of that time in operating roles (COO, VP Operations, GM, or equivalent) at a high-growth software, cloud, or platform company.
Proven track record scaling a B2B company across more than one country, building operational models that support sustainable international growth.
Direct experience rebuilding a company between 100 and 500 people, redesigning structures, processes, and operating rhythms without breaking the speed or culture that made the company successful.
Owning operational KPIs, gross margin, forecasting, and P&L performance at board level, with the ability to make trade-offs between growth and efficiency confidently and accurately.
Building finance and operations systems capable of closing the books quickly, forecasting cash precisely, and creating a single source of truth for leadership and board-level decision-making.
Leading and developing senior leaders successfully, including hiring, coaching, performance-managing, and making difficult people decisions when necessary.
Operating across multiple countries and cultures, ideally including Europe and LATAM coordination, with experience supporting market expansion, operational setup, and local team scaling.
Experience scaling cloud, SaaS, or platform businesses from early-stage into category leadership environments is highly valued.
Key skills and expected impact
Own the operating system of Jotelulu: planning rhythms, executive cadences, decision-making forums, and the operational metrics that matter most to the business.
Redesign organizational structures proactively for future scale, ensuring the company can grow from 300 to 600 people without operational breakdowns or unnecessary bureaucracy.
Drive operational efficiency and gross margin improvement by industrializing high-value workflows, simplifying execution, and eliminating operational friction.
Build scalable multi-country operational models that ensure consistent partner experience, execution quality, and operational reliability across all markets.
Ensure reliability across infrastructure, security, incident response, and business continuity, operating with measurable standards and accountability rather than narratives.
Partner closely with Product, Engineering, GTM, Finance, and People teams to translate strategy into execution and execution into measurable business outcomes.
Act as the escalation point for organizational bottlenecks, accelerating decisions, removing friction, and enabling faster execution across the business.
Operate with a strong Day 1 mindset: bias for action, speed, simplicity, reversible decision-making, and low tolerance for bureaucracy or status meetings without outcomes.
Develop a clear operational perspective on the use of AI and automation, leveraging technology to remove unnecessary work and improve scalability without simply adding headcount.
Tools
Operational reporting and KPI tracking systems, supporting visibility across partner performance, operational efficiency, gross margin, and company execution.
Financial planning, forecasting, and business performance tools, enabling accurate cash forecasting, board reporting, and operational decision-making.
Project management and cross-functional collaboration platforms, improving execution alignment across countries, teams, and functions.
Process design, documentation, and operational scaling methodologies, ensuring repeatability and consistency as the organization grows.
Business intelligence and analytics platforms, transforming operational and financial data into actionable insights.
AI-driven operational automation and workflow optimization tools, improving efficiency, scalability, and execution speed across the organization.