VP of Business Operations

Reports to: COO (heavy interaction with CEO & CCO)

Team: Start as a player-coach; grow a small BizOps/Analytics team over time.

Role Summary

Acasia is hiring a VP of Business Operations to be the central nervous system of the company — owning our data, dashboards, operating model, and high-leverage analysis that guides executive decisions. You will build and lead the BizOps / Analytics function and turn messy reality into clear, actionable insight.

About the Company

Acasia is building the Acasia AI Cloud: a universal compute layer that connects the world’s GPU infrastructure to the builders shaping the future of AI. AI progress is bottlenecked by compute access and complexity — GPUs are scarce, fragmented, expensive, and provisioning/orchestration is still “HPC-hard.” The next decade belongs to AI software — and inference at scale.

We are building the first-ever global GPU distribution system, vertically integrated with our platform, so developers can run inference workloads reliably and cost-effectively across heterogeneous environments.

We’re early enough that your decisions will show up in the company’s DNA. You’ll help define how we operate, measure success, and scale.

What You’ll Own

1) Company Data & Single Source of Truth

Own the company data model and definitions across both sides of the platform:
Supply: GPU providers, nodes/clusters, regions, capacity, availability, utilization, reliability/SLA, cost inputs.
Demand: developers/customers, workloads, deployments, usage, inference throughput, latency/error rates, revenue.
Stand up and maintain the analytics/data stack (warehouse, ETL/ELT, BI) with engineering support as needed.
Implement data governance + quality checks so leadership trusts every number they see.

2) Dashboards, Reporting & KPIs - Design and maintain executive dashboards (weekly/monthly):

Supply health: onboarded capacity, active capacity, utilization %, availability, downtime, provider concentration risk.
Inference performance: throughput (tokens/sec or requests/sec), latency, success rate, incident trends, SLO/SLA attainment.
Unit economics: gross margin per GPU hour / per inference unit, blended COGS inputs, take rate (if marketplace-like), CAC/payback where measurable.
GTM funnel: pipeline → pilots → production workloads; time-to-first-workload; activation and expansion.
Runway: burn, cash forecast, scenario sensitivity tied to utilization + pricing.

Run the weekly metrics review: highlight trends/anomalies and what actions you recommend — not just what the numbers are.

3) Financial Forecasting & Planning

Partner with Finance to build and maintain the operating model that matches a GPU distribution + orchestration business:
Usage-based revenue and pricing scenarios
COGS and contribution margin tied to GPU supply economics (pricing, utilization, failure rates, regional mix)
Headcount + operating expenses + runway
Run scenario analysis tied to the real drivers:
What if utilization increases by X?
What if GPU input costs move ±Y?
What if inference workloads shift mix (latency tiering / premium SLAs)?
What if we onboard a major supply partner or lose one?
Support budgeting and quarterly planning: translate strategy into numbers and resourcing.

4) High-Leverage Strategic Analysis - Lead deep dives on the biggest questions in the business:

Which customer segments / workload types are healthiest for inference (reliability needs, gross margin, expansion)?
What are the binding constraints right now: supply, orchestration reliability, pricing, onboarding friction, or sales cycle?
Where are we leaking margin (underutilization, overpaying for supply, over-provisioning, incident-driven credits)?
What pricing + packaging best matches “universal compute layer” + “AOS orchestration” value?

Evaluate new initiatives (pricing, partnerships, new product surfaces in AOS/Cloud) with business cases + measurable success criteria. Support board/investor materials with clean metrics and narratives.

5) Cross-Functional Program Leadership

Drive company-wide initiatives that cut across teams (pricing rollouts, supply onboarding motions, pilot-to-production playbooks, operational process changes).
Create and operationalize standard rhythms: weekly business review, monthly business review, quarterly planning.
Translate exec strategy into concrete roadmaps, owners, timelines — then track execution.

6) Build & Lead the BizOps / Analytics Function

Hire and mentor analysts and BizOps generalists over time.
Define standards for analysis quality, documentation, and communication.
Build a culture where decisions are data-anchored but grounded in field reality (customers, supply partners, product constraints).

What Success Looks Like

In 3–6 Months

A single source of truth exists for capacity, utilization, inference performance, and unit economics, and leadership trusts it.
The exec team uses a simple weekly dashboard that reflects the actual drivers of the AI Cloud + AOS business.
A working operating model exists with base/upside/downside scenarios tied to utilization + pricing + supply economics.
You’ve delivered 2–3 high-impact analyses that directly change how we price, where we sell, or how we onboard/structure supply.

In 6–12 Months

Every department runs on a scorecard tied to OKRs with clear owners and targets.
Major strategic decisions (pricing, hiring, GTM bets, supply strategy, infra investment) are backed by your scenarios + recommendation.
We have a reliable planning cadence (quarterly planning, monthly review) that you orchestrate.
You’ve started building a small, high-performing BizOps/Analytics team.

Skills & Tools

Analytical & Technical

Strong Excel / Google Sheets modeling (can build and stress-test a revenue + unit economics model from scratch).
Comfortable with SQL and working directly with data (or willing to ramp fast).
Hands-on experience with a modern BI tool (Looker/Mode/Tableau/Power BI).
Familiarity with warehouse + ELT concepts (Snowflake/BigQuery/Redshift, dbt, Fivetran) is a plus.

Business & Communication

Sharp business intuition: connects metrics to the real world and spots what moves the needle.
Executive presence: can push back, simplify, and make calls with incomplete information.
Clear written + verbal communication: can turn dense analysis into a one-page story with a recommendation.
Highly organized: can run complex cross-functional programs without dropping balls.

Nice-to-Haves

Prior early BizOps/Strategy hire in a fast-moving startup/scale-up.
Experience supporting board reporting and fundraising (metrics, diligence, investor narratives).

Acasia

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VP of Business Operations