Operations Manager

Our client is an established and growing wealth management firm serving over 500 client households and managing nearly $600 million in assets. They are looking for an experienced, highly hands-on Operations Manager to take ownership of the day-to-day operating performance of the firm and help build the infrastructure for their next stage of growth.

This is not a position for someone who wants to manage from a distance. The right person will be equally comfortable leading and developing employees, solving a difficult operational issue, improving a workflow, training a team member, working directly with LPL or a technology provider, and digging into why something went wrong so it does not happen again.

The goal is simple: build an operation that runs exceptionally well without requiring the CEO to personally monitor it every day.

What You Will

Own

• Operations & Team Leadership:

Lead the administrative and operations team, establish clear expectations, manage workload and priorities, coach performance, and create accountability for timely and accurate execution.

• Daily Operations & Quality Control:

Own the complete execution of new accounts, onboarding, ACATs/transfers, money movement, account maintenance and other core client-service processes. Ensure work is followed through final resolution and appropriate quality controls are in place.

• Issue Resolution & Operational Risk:

Serve as the first point of escalation for operational issues. Solve immediate problems while identifying root causes and improving processes, controls or training to prevent recurring errors.

• Workflows, Systems & Data Integrity:

Own the operational integrity of systems including Redtail CRM, LPL ClientWorks and WealthVision/eMoney. Ensure workflows have clear ownership, deadlines and reliable follow-through.

• Procedures, Training & Cross-Training:

Maintain practical SOPs, identify competency gaps, coordinate training and ensure appropriate backup coverage for critical functions.

• Client Service Execution:

Partner with advisor leadership to translate SJK's service model into consistent execution, including responsiveness, communication, handoffs, follow-up and completion.

• Reporting & Capacity Management:

Use operational reporting to identify aging work, errors, bottlenecks, capacity issues and service exceptions. Understand whether problems require better training, process, accountability, technology or additional staffing.

• Continuous Improvement & Technology:

Continually look for ways to make the firm better. Identify inefficient processes, evaluate automation and technology opportunities, and drive improvements without waiting for leadership to identify every problem first.

Who We're Looking For

We are looking for a

builder and problem solver who is not above the work

.

The strongest candidate will:

• Have meaningful experience in wealth-management, RIA, broker-dealer or similar financial-services operations.
• Understand account opening, transfers, money movement, account maintenance and client-service operations.
• Have experience managing, coaching and developing administrative/client-service employees.
• Demonstrate strong judgment, ownership and follow-through.
• Be able to create structure without creating unnecessary bureaucracy.
• Look for root causes rather than repeatedly fixing symptoms.
• Be comfortable making decisions within their authority and knowing when leadership involvement is truly necessary.
• Have experience improving workflows, processes, controls and technology.
• Be comfortable working in a regulated environment where accuracy, documentation and privacy matter.
• Have experience with LPL Financial, ClientWorks, Redtail CRM, eMoney/WealthVision or comparable platforms; direct experience with our systems is a plus.

How the Role Works With Leadership

The Operations Manager will report to the CEO and have meaningful authority over daily operational execution, team management, workflow priorities, training, quality control and process improvement.

The role is expected to identify needs and bring recommendations forward—not wait for leadership to diagnose every problem. Major decisions involving staffing, significant technology investments, organizational structure and firm strategy remain shared leadership/ownership decisions.