Project & Operations Manager

We are an international e-commerce company that designs and sells consumer products across several brands and sales channels. We are a lean, fast-moving team covering sourcing, supply chain, marketing and finance, and we invest heavily in data and automation.

We are growing, and the number of moving parts has outgrown what the founder can coordinate alone. This role exists so that every company priority has an owner and a date, every project that crosses teams lands on time, and the founder's time goes to decisions instead of follow-up.

You will run how the company executes week to week: the company priorities list, the weekly leadership meeting, and the projects that need sourcing, supply chain, marketing and finance to move together (product launches, supplier orders through to warehouse arrival, new tools and process rollouts).

You report to the founder and work with every team lead. This is a builder role in a small company, not a coordinator role in a large one.

This is not an HR or people role. Performance reviews, hiring and HR administration sit with the founder and the team leads, not with you.

1. →Company priorities. Keep one live list of the company's top priorities, each with an owner, a deadline and a status. Make sure it matches what people actually work on, and review it weekly.
2. →Leadership cadence. Run the weekly leadership meeting: agenda, decisions log, and action items with owners and dates. Chase every action item to closure.
3. →Cross-team projects. Own the plan for every project that spans teams: a product launch from sourcing to live listing, a purchase order from supplier to warehouse, a new system or process rollout. Milestones, dependencies, risks and a weekly status for each. Escalate early when something is blocked.
4. →Founder leverage. Take recurring coordination off the founder's plate, prepare decisions with the facts and options laid out, and track that decisions get carried out.
5. →Process fixes. When the same problem repeats, find the cause, fix the process, write it down as a short SOP and make sure it is followed.
6. →Operating dashboard. Keep the few numbers that show whether the company is executing: priorities on time, action items closed, project milestones hit. Build it in Google Sheets or on our existing dashboards and use it to drive the weekly meeting.

• By day 30: meet every team lead. Map every project in flight with its owner, next milestone and status. Build the company priorities list with the founder and take over the weekly leadership meeting.
• By day 60: every priority and every cross-team project has a written plan with milestones, reviewed weekly. The decisions log and action items are running. You have fixed at least two repeating problems at the process level.
• By day 90: the operating dashboard is live and used in the weekly meeting. The team runs the cadence (meetings, trackers, SOP format) without reminders. Founder hours on coordination are measurably down.

• 80% or more of company priorities are delivered by their agreed date
• 85% or more of leadership action items are closed by their due date
• 90% or more of cross-team project milestones are hit on time, or re-planned at least a week before they slip (no surprises)
• Every project in flight has an owner, a plan and a current status that anyone can see
• Founder hours spent on coordination and follow-up are down at least 30%
• At least six repeating problems are fixed at the process level, each with a written SOP in use

• 5 to 10 years of experience, including at least 2 years running cross-team projects or an operating cadence yourself (project manager, PMO, operations manager or chief of staff) at a startup or a company of 20 to 150 people.
• You can show a project you ran end to end across several teams, and what happened to the dates, the budget and the result.
• You have run a leadership meeting, a priorities tracker or a PMO-style cadence and kept owners to their dates.
• Strong with data: you build trackers and dashboards in Google Sheets or Excel and use them to drive decisions.
• Direct and fair. You can tell a team lead, or the founder, that a date will slip, early and with a plan.
• Excellent written and spoken English. You will work closely with international colleagues and suppliers.
• A bachelor's degree is required. A degree from a top institution such as LUMS, IBA, GIKI or NUST, and an MBA (Operations, Supply Chain or General Management), are strongly preferred. A proven record of delivering projects across teams matters more than any credential.

• Experience in e-commerce, consumer products, supply chain or a fast-growing export company.
• Experience working with suppliers, freight forwarders or logistics partners across time zones.
• A project management certification (PMP, PRINCE2 or similar).
• Familiarity with ClickUp or similar task tools, and with Google Workspace.

Please do not apply if your experience is mainly in one of these areas. They are important jobs, but not this one.

• HR, people operations or performance management: appraisals, KPIs for staff, engagement, training, payroll, attendance, leave or employee files.
• Recruitment: sourcing CVs and scheduling interviews.
• Executive assistant or PA: calendar, travel and correspondence support.
• Admin or facilities management: office, transport, vendors and supplies.
• Project coordination only: updating trackers and scheduling meetings without owning whether the project lands.
• E-commerce freelancing or virtual assistant work: marketplace account management, product hunting or ads management.

In this role, the founder and the team leads own their functions and their decisions. You own that the company's commitments are planned, tracked and delivered, and you fix the system when they are not.

• Reports to: Founder
• Type: Full time, permanent
• Location: Remote, anywhere in Pakistan
• Compensation: PKR 450,000 to 650,000 per month, plus a performance bonus of up to 15% tied to the measures above

Apply with your CV. Our hiring process has four steps:

1. Online assessment (about 45 minutes)
2. Phone screen (30 minutes)
3. Take-home assignment: a launch plan for a product that crosses three teams, plus a one-page priorities tracker
4. Final interview, including a walkthrough of your take-home assignment