General Manager

The Mission

Founder OS is looking for an exceptional General Manager to run the day-to-day operating rhythm of the company.

The mission is simple: make Founder OS run exceptionally well without Matt needing to run it.

We don't need someone to build layers of management, create complicated processes, or spend their days making PowerPoints about operations. We need an operator.

Someone who loves making things run smoothly. Someone who sees something falling through the cracks and fixes it. Someone who can take a 30-50 person company with ambitious goals, talented people, and a lot happening - and create clarity, accountability, and momentum.

Your job is to turn the vision into execution.

What You Own

01  Run the Company

Own the day-to-day operating rhythm. Make sure everyone knows the goals, their ownership, their numbers, what needs to happen this week, where we are behind, and what needs to change.

• Keep the business moving without Matt chasing people.
• Create visibility across priorities, owners, deadlines, and problems.
• If Matt repeatedly has to follow up, the operating system is not working.

02  Turn Goals Into Execution

Matt and the leadership team set the direction. You turn that direction into an executable operating plan.

• Company goals become quarterly Rocks.
• Rocks become projects with owners and deadlines.
• Problems surface early and get resolved.

03  Leadership & Accountability

Run the accountability system. You do not do functional leaders jobs for them; you make sure they do their jobs exceptionally well.

• Every leader has clear goals, KPIs, and priorities.
• Recognize high performance and support people quickly.
• Address persistent underperformance quickly.

04  People & Culture

Build the systems that create an exceptional employee experience and high standards.

• Hiring and onboarding
• Role clarity and goal setting
• 1:1s, feedback, performance management
• Career development, recognition, training, communication, and offboarding

05  Operational Excellence

Constantly look for friction and ask: how do we make this simpler?

• Remove unnecessary meetings and bottlenecks.
• Speed up decisions.
• Automate repetitive work.
• Simplify tools and processes.
• Remove Matt from places he does not need to sit in the middle.

06  Communication

Make information flow clearly through a writing-first culture.

• Document important decisions.
• Meetings have agendas and end with owners/actions.
• Projects have clear status; problems are not hidden; leaders are not surprised.

07  Protect the Founder

Protect Matt’s time and attention.

• Keep Matt focused on vision, brand, content, product, key relationships, major partnerships, and high-leverage revenue opportunities.
• Measure success by how much operational dependency on Matt you eliminate.

What Winning Looks Like

Within 12 months, the company runs without Matt managing it.

• Every major function has clear ownership and measurable KPIs.
• Company priorities become quarterly Rocks and get executed consistently.
• Leadership meetings are short, useful, and numbers-driven.
• Problems surface before they become emergencies.
• Projects consistently ship on time.
• Every employee knows what winning looks like.
• Underperformance is addressed quickly; high performers are recognized and supported.
• Communication is clear and proactive.
• Founder OS becomes known internally as an exceptional place to work.
• Matt can disappear for two weeks without the company slowing down.

The Scorecard

Great operators should have a clear scoreboard. Activity is not the goal; a company that performs increasingly well with decreasing founder involvement is.

AREA

CORE METRICS

Company Performance

Revenue / cash collection vs. plan
Profit vs. plan
Forecast accuracy

Execution

% quarterly Rocks completed
% key projects on time
Leadership KPI attainment
Action-item completion

People

Employee engagement and retention
Successful onboarding
Leadership effectiveness
Time-to-fill critical roles

Operational Excellence

Reduction in unnecessary meetings
Reduction in founder escalations
Issues resolved without CEO involvement
Automation/process improvements

Founder Independence

Matt hours in internal operations
Decisions requiring Matt
Direct reports requiring operational management from Matt

Who We're Looking For

We care far more about what you have actually run than what title you have had.

• An exceptional Executive Assistant who gradually became the person actually running the company.
• A General Manager responsible for a high-performing location or organization.
• A restaurant, hospitality, or nightclub operator managing dozens of people in a high-pressure environment.
• A Starbucks or McDonalds store manager who learned how to make people, systems, standards, and numbers work together.
• A military leader responsible for people, execution, and mission readiness.
• An operations leader inside a fast-growing entrepreneurial company.
• A founder who discovered they were significantly better at operating companies than starting them.

The Operator Profile

You'll thrive here if...

• You are extraordinarily organized without being bureaucratic.
• You naturally follow up and like scoreboards.
• You communicate before people need to ask.
• You can hold talented people accountable.
• You are calm when things get messy.
• You make decisions and hate seeing the same problem twice.
• You can disagree with the founder.
• You bring solutions, not problems.

This probably isn't for you if...

• You need detailed instructions before taking action.
• You love process for the sake of process.
• You think being busy means you are performing.
• You avoid difficult conversations.
• You escalate every problem upward.
• You need the founder involved to create momentum.
• You are primarily a strategist rather than an operator.
• You are looking for a prestigious title more than responsibility.

Your First 90 Days

Days 1-30: Understand

Learn the company and establish the truth.

• Meet every leader and understand every function.
• Audit meetings, KPIs, Rocks, roles, communication, and operating systems.
• Identify founder dependency and execution bottlenecks.
• Present the Founder OS Operating Plan.

Days 31-60: Install

Install a simple operating system.

• Establish one company scoreboard.
• Clarify ownership.
• Clean up meeting cadence and leadership reporting.
• Make priorities visible and create accountability.
• Fix the highest-leverage bottlenecks and remove Matt from recurring decisions.

Days 61-90: Run

Take control of the operating machine.

• Leadership meetings run through you.
• Accountability and company priorities run through you.
• Cross-functional problems and people issues run through you.
• Matt stays connected but focuses on areas where only Matt creates disproportionate value.

By Day 90, Founder OS should feel calmer, clearer, and faster.

Decision Rights

For this role to work, it needs real authority.

General Manager owns

• Hold functional leaders accountable
• Set and enforce operating cadence
• Change internal processes
• Reallocate resources within agreed budgets
• Recommend and execute organizational changes
• Hire for approved roles
• Manage performance and address persistent underperformance
• Resolve cross-functional disagreements
• Make normal day-to-day operating decisions

Matt retains final ownership

• Company vision
• Brand
• Major product direction
• Major capital allocation
• Key strategic relationships
• Transformational partnerships
• Executive-level hiring
• Major strategic bets

The GM owns running the machine. Matt owns where the machine is going.