About the job
Home Solutions seeks a Director of Strategy and Business Operations based in Charlotte, NC. This leader will drive major initiatives within the customer acquisition sector, working closely with senior leadership to shape investment decisions and uncover new growth opportunities. The role combines strategic planning with hands-on operational execution, focusing on both immediate improvements and long-term value creation.
This position involves direct responsibility for projects that influence revenue, profit margins, and enterprise value. The Director will move between high-level analysis and practical implementation, ensuring strategies translate into measurable business results.
What you will do
- Lead and manage cross-functional initiatives with direct P&L accountability.
- Evaluate, prioritize, and launch new growth opportunities across channels, markets, and services.
- Create and execute plans to improve unit economics and marketplace efficiency for both consumers and service providers.
- Spot and act on opportunities to increase revenue, improve margins, and remove inefficiencies.
- Work with Marketing, Product, Finance, and Operations to optimize funnel performance, pricing, and marketplace liquidity.
- Build and oversee analytical tools such as models, dashboards, and KPI metrics to guide executive decisions.
- Prepare business cases for investments, new market entries, and expansion projects.
- Monitor P&L KPIs, and flag risks, trade-offs, and opportunities for the executive team.
Role overview
By the end of the first year, this leader will have taken ownership of a significant business segment, guiding cross-functional projects that drive ongoing improvements in revenue, margins, and marketplace performance. The Director will serve as a strategic partner to the executive team, helping set priorities and navigate complex decisions. This role also involves building strong systems, raising operational standards, and developing team capabilities to strengthen Home Solutions' long-term position.

