The Senior Manager, Operations Integration & Enablement is the COO's execution arm and communications lead within the Operations vertical. Where the COO sets strategy and governance, this role makes it run - operating the systems, carrying the voices, and landing the change the strategy depends on - without assuming ownership of functions that reside with Service Line leaders or in other verticals. The role exists to convert the COO from operator to delegator, absorbing the tactical work that does not require a COO's hand so executive time is reserved for strategy, structure, and enterprise leadership.

Operationally, the role runs the platform CRM integration and data discipline on the COO's behalf; carries the voice of the field (GM / Director / PM) and the Service Lines up to the platform and the COO's intent back down; identifies support-services friction affecting the Service Lines - including functions outside Operations, e.g. Finance and HR - surfaces it, contributes to solution design alongside the Continuous Improvement function in the Chief of Staff vertical, and communicates planned and completed change so the Service Lines are heard before action and never surprised after it. It is the clear, consistent communicator of what Operations is thinking, and it secures the buy-in that makes change management seamless. This is an integrating, enabling, and communicating role - not an operating, owning, or directing one.

The role is also the COO's brand steward: it owns and enforces the Bristol Bay Services brand and co-branding standards, the visual system, the template and asset library, and office visuals - the COO's vision made into an enforceable standard - while the Marketing function (under the Director of Proposal Development) produces to that standard. The role owns the brand standard; it does not own the marketing function.

Key Responsibilities & Pillars

1. Enterprise CRM Integration & Data Discipline

• Operate HubSpot Mission Control integration, data hygiene, and pipeline discipline on the COO's behalf.
• Maintain forecast reliability and reporting integrity to the standard for which the COO is accountable.
• Keep CRM-derived dashboards current and decision-ready for the operating cadence.
• Drive CRM adoption and data discipline across the GM / Director / PM hierarchy.

2. Voice of the Field & Service Lines

• Channel Service Line and field-level wins, intelligence, and friction up to the COO and the platform - unfiltered and fast.
• Carry the COO's intent and decisions back down to the Service Lines with clarity.
• Operate a structured intake  triage  escalation  close-the-loop mechanism so input moves and is seen to move.
• Ensure the Service Line voice is represented in decisions and initiatives that affect them.

3. Cross-Functional Improvement & Change Communication

• Work with the Service Lines to identify support-services friction - including functions outside Operations, most often Finance and HR - that impedes execution.
• Surface and float prioritized improvement needs to the COO and into the cross-functional improvement process.
• Contribute to solution design as a member of the improvement team working with Continuous Improvement in the Chief of Staff vertical.
• Communicate planned activity to the Service Lines before it is acted upon, gathering input and surfacing concerns early.
• Communicate completed activity after rollout so no team learns of an initiative after the fact.
• Secure Service Line buy-in so change management occurs seamlessly.

4. Brand Stewardship & Marketing Alignment

• Steward the Bristol Bay Services brand on the COO's behalf - maintaining the brand guidelines, co-branding standards, and visual system as the COO's vision made into an enforceable standard.
• Own the brand template and asset library and office / environmental visuals.
• Approve outward-facing materials for brand and co-brand compliance prior to release.
• Carry the COO's vision and priorities to the Marketing function (under the Director of Proposal Development) and translate Operations' intent into clear briefs.
• Support web, recruiting-communications, and other marketing efforts in alignment with the COO's intent - without owning marketing operations, staff, budget, or production.

5. COO Force Multiplier & Delegation

• Absorb delegable tactical work within the Operations vertical and maintain a delegation register that progressively decouples the COO from execution.
• Run a standing delegation-triage discipline distinguishing what the COO retains from what is handed off.
• Prepare decision-ready materials and follow-through so delegated items close without COO re-work.

Required Qualifications

• 5+ years in operations, program / operations management, revenue operations, or cross-functional program coordination - GovCon or professional-services environment preferred.
• Hands-on CRM administration experience (HubSpot strongly preferred); owns data integrity and pipeline reporting.
• Exceptional written and verbal communication - translates executive intent into clear field communication and carries field voice upward without editorializing.
• Demonstrated change-communication and stakeholder-management skill; builds buy-in across teams that do not report to the role.
• Strong facilitation and coordination across functions (Finance, HR, Continuous Improvement) without positional authority.
• Strong brand and design judgment; able to maintain and enforce a brand system and approve outward-facing materials for brand compliance.
• Self-directed; reduces the principal's load rather than adding to it, and operates cleanly within defined governance boundaries.

Success Metrics

• CRM forecast accuracy, data integrity, and adoption rates.
• Timeliness and fidelity of Service Line voice reaching the COO.
• Improvement needs surfaced, co-designed, and adopted per period.
• Change-communication completeness (pre- and post-rollout) and the absence of "surprise" rollouts.
• Service Line buy-in and adoption rates on changes.
• Brand and co-brand consistency across outward-facing materials, with compliance issues caught before release.
• Marketing alignment to COO intent, measured by rework and misdirection avoided.
• Volume and value of tactical work decoupled from the COO.

Working Relationships & Boundaries

This role integrates, communicates, and enables on behalf of the Operations vertical - it does not operate, own, or direct functions. Key lines:

• Service Line leaders retain full operational responsibility for execution; the role represents their voice but does not act for them.
• SVP of Integrated Solutions currently owns the Growth Meeting cadence and templates; the role does not own them.
• Brand and Marketing split on a clean seam: the role owns the brand standard - guidelines, co-branding rules, the visual system, the template and asset library, and brand-compliance approval - on the COO's behalf; the Marketing function (under the Director of Proposal Development) produces to that standard. The role does not own marketing operations, staff, budget, or production.
• Chief of Staff vertical owns Continuous Improvement and enterprise initiative management; the role contributes to design as a team member and serves as the Operations communication channel - it does not lead the methodology or own the initiatives.
• Finance, HR, and other support functions retain ownership of their processes; the role surfaces Service Line friction and advocates for improvement but does not direct those functions.
• The EVP/COO retains all governance-level authority; this role executes within it and on the COO's behalf.