Director, Engineering Operations

Order.co is the System of Action for the Office of the CFO, transforming the way businesses purchase and pay into an intuitive, B2C-like shopping experience. Order.co leverages embedded AI agents and embedded financial products to reinvent the way businesses connect with their vendors. End users enjoy a seamless, zero-training buying experience, while finance and procurement leaders gain a single platform to orchestrate how the business “should operate”. The result is an all-in-one solution that serves as a gravitational pull for spend and data, automating and eliminating procurement and finance workflows from requisition to reconciliation along the way. Order.co is on the cutting edge of B2B Agentic Commerce, poised to be the market leader in creating a more predictive, prescriptive, and personalized experience for users. Founded in 2016 and headquartered in New York City, Order.co oversees nearly half a billion in annualized spend across hundreds of customers like WeWork, SoulCycle, Lume, and [solidcore]. Order.co has raised $75M in funding from industry-leading investors like MIT, Stage 2 Capital, Rally Ventures, 645 Ventures, and more. Order.co has been proudly named a 50 to Watch by Spend Matters and a Best Place to Work by BuiltIn and Inc. Magazine. The Role As Director, Engineering Operations, you will build and run the operating system that helps Product and Engineering translate strategy into measurable business and customer impact. You will create clarity across outcomes, priorities, capacity, delivery health, risks, and decisions, then turn that clarity into concise executive communication and disciplined organizational action. This high-leverage leadership role partners closely with Product, Engineering, Data, Operations, Finance, Go-to-Market, Customer Success, Security, and other business functions. You will play a critical role in ensuring all functions are aligned and understand the expected outcomes. Responsibilities Executive Communication Impact ● Create a clear, executive-ready narrative connecting Product, Engineering, and Data investments, delivery, and operational performance to customer and business outcomes ● Own recurring executive updates, company communications, and board-level inputs, supported by a reliable source of truth for commitments, outcomes, and delivery health ● Surface material changes, trade-offs, risks, and decisions early, with concise context and clear recommendations Outcome & KPI Definition ● Translate company and product strategy into measurable outcomes, objectives, key results, and operating KPIs with clear owners, baselines, targets, data sources, and review cadences ● Develop a balanced view of customer and business impact, delivery effectiveness, quality, reliability, security, efficiency, and organizational health ● Partner with Data, Finance, Product, and Engineering to improve instrumentation and use KPI trends to guide decisions and evaluate results Portfolio & Planning Cadence ● Design and operate annual, quarterly, and ongoing portfolio-planning cadences across Product and Engineering ● Maintain a current portfolio view connecting strategic outcomes, initiatives, ownership, dependencies, milestones, capacity, and risk ● Facilitate prioritization and sequencing decisions so assumptions, trade-offs, decision rights, and changes are explicit SDLC Process & Operating Reviews ● Define and continuously improve a lightweight, consistent software delivery lifecycle from discovery through release, adoption, measurement, and learning ● Establish operating reviews focused on outcomes, delivery confidence, quality, reliability, customer impact, constraints, risks, and decisions ● Use operating data, retrospectives, automation, and appropriately governed AI-enabled practices to remove friction and improve delivery without adding unnecessary process Resource & Capacity Planning ● Build a practical capacity model connecting portfolio demand with available teams, critical skills, hiring plans, external partners, and operational obligations ● Partner with Finance, Product, and Engineering leaders on headcount planning, allocation trade-offs, capability gaps, and investment choices ● Model alternative portfolio and staffing scenarios and compare planned versus actual capacity to improve future decisions without creating false precision Cross-Functional Risk & Decision Tracking ● Establish a clear system for identifying, owning, escalating, and resolving cross- functional risks, dependencies, and decisions ● Facilitate difficult discussions where business goals, customer needs, technical constraints, security, compliance, cost, or timing compete ● Close the loop by documenting decisions, updating plans, confirming accountable owners, and addressing recurring root causes Organizational Leadership & Collaboration ● Serve as a trusted operating partner to the CTO, Engineering leadership, Product leadership, and the Engineering Leadership Team ● Strengthen cross-functio