Managing Director - Outpace Professional Services (OPS)

Managing Director - Outpace Professional Services (OPS)

About Outpace Professional Services

OPS delivers enterprise-grade ERP, automation, and sovereign technology solutions for ambitious businesses that need to move fast without sacrificing quality. From startups to large-scale global operations, we provide the expertise clients need, when they need it, without the overhead of traditional consulting firms.

Our team specialises in Odoo ERP, hyper‑automation, systems integration, and operational transformation, helping organisations build scalable, efficient, and fully controlled technology ecosystems.

At OPS, we value agility, transparency, and excellence without ego. We move quickly, solve real problems and focus on delivering measurable impact for every client we work with.

Role Overview

Outpace Professional Services (OPS) is building a multi‑practice professional services platform across business systems, legal and corporate services, advisory, and future service areas. We are looking for a Managing Director to become the senior operating leader responsible for scaling OPS from a founder‑led services company into a disciplined, multi‑practice professional services firm. This person will build the management system, leadership cadence, commercial discipline, delivery governance, and acquisition‑readiness required to support ambitious growth.

The Managing Director will own the operating layer between executive strategy and day‑to‑day practice execution. They will ensure each practice has clear leadership, P&L accountability, delivery standards, growth targets, KPI visibility, and escalation discipline.

This is a senior, hands‑on operating role for someone who has scaled professional services, consulting, systems integration, advisory, or multi‑practice services organizations before.

Practice Areas

OPS currently works across several professional services areas, including:

• Business Systems: ERP/Odoo, Salesforce, Notion, AI workflow automation, systems integration, operational reporting, and adjacent business‑platform services.
• Legal & Corporate Services: business law, corporate structuring, compliance, governance support, and related corporate‑service offerings.
• Advisory: PMO, operational advisory, transformation support, implementation oversight, and executive/project governance.
• Additional practice areas may be added organically or through acquisitions.

Preferred Location

Preferred location is Dubai, aligned with the future executive center of gravity for the Outpace platform. OPS will also consider exceptional candidates based in the US or Europe, provided they have strong overlap with North American clients, acquisition targets, vendors, and team operating hours.

Travel

Travel is expected for client, vendor, acquisition, leadership, and integration needs across North America, Europe, and the Middle East.

Reporting Line

The Managing Director will report to Executive Leadership.

Direct reports will include practice leaders or vertical managers across current and future practice areas.

This role will work closely with sales leadership, delivery leadership, finance/admin, acquisition and integration stakeholders, and internal operating‑system owners.

Core Mandate

• Building a repeatable multi‑practice operating model that can scale organically and absorb acquired practices cleanly.
• Creating a clear executive management layer between company strategy and day‑to‑day practice execution.
• Driving portfolio‑level performance across revenue, margin, delivery quality, client outcomes, and leadership accountability.
• Ensuring each practice has clear ownership, scorecards, operating cadence, growth plans, staffing visibility, and escalation discipline.
• Helping founders and senior commercial leaders spend more time on strategic relationships, capital allocation, major clients, vendor/channel partnerships, and acquisition opportunities.

Key Responsibilities

Multi‑Practice P&L Leadership

Own portfolio‑level performance across current and future practices. Ensure each practice has revenue targets, margin targets, accountable owners, capacity plans, and weekly performance visibility.

Growth Strategy

Translate the company’s growth strategy and acquisition roadmap into practical operating plans, practice scorecards, integration requirements, hiring plans, and execution milestones.

Practice Scaling

Help each practice mature from founder‑led execution into a scalable professional services practice with repeatable offers, delivery standards, commercial playbooks, and client success routines.

Acquisition Integration

Prepare OPS to integrate new practices, founders, teams, clients, systems, financial controls, and reporting standards as the company grows through acquisition.

Operating Cadence

Run the weekly and monthly management rhythm across practice reviews, pipeline/revenue reviews, delivery reviews, client escalation reviews, finance/admin exception reviews, and executive scorecards.

Delivery Governance

Ensure work is scoped, staffed, managed, tracked, and escalated consistently across practices. Reduce dependency on ad‑hoc escalation, informal memory, or founder intervention.

Client and Vendor Relationships

Provide senior coverage for important clients, vendors, and ecosystem partners, including ERP, CRM, workflow automation, collaboration, finance/admin, and enterprise software partners.

Systems Discipline

Ensure the business uses the right systems of record for projects, delivery, timesheets, reporting, accounting workflows, support/helpdesk, purchasing, and execution management.

Leadership Development

Recruit, manage, and coach practice leaders. Set clear expectations for ownership, communication, commercial quality, delivery discipline, and executive readiness.

Founder Leverage

Reduce founder operational load by creating clean decision memos, dashboards, escalation rules, meeting cadences, and owner/date/action follow‑through.

First 90 Days

In the first 90 days, the Managing Director will be expected to:

• Map the current OPS operating reality, including revenue by practice, margin, pipeline, delivery capacity, leadership ownership, client risk, systems maturity, finance/admin exceptions, and acquisition‑readiness gaps.
• Define the practice operating model, including P&L ownership, reporting lines, scorecards, weekly cadence, escalation thresholds, and decision rights.
• Create an executive dashboard covering revenue, gross margin, utilization/capacity, pipeline, project health, client escalations, acquisition/integration priorities, cash/admin risks, hiring needs, and system reliability.
• Identify the top operating constraints preventing OPS from scaling into a multi‑practice platform and assign owner/date/action plans.
• Clarify which workflows belong in core operating systems, which belong in CRM, and which should remain in communication or knowledge‑management tools.

12‑Month Outcomes

• OPS has a working multi‑practice management model with named leaders, P&L accountability, growth targets, and weekly operating cadence.
• Each practice has a clear commercial offer architecture, delivery model, staffing plan, margin view, and long‑term growth path.
• The company can integrate new practices or acquired businesses without reinventing systems, reporting, accountability, or delivery governance each time.
• Client outcomes and delivery quality are managed through consistent project controls, staffing visibility, status cadence, and escalation discipline.
• Executive leadership has better visibility, fewer operational escalations, and more leverage because the Managing Director owns the management system and leadership layer.

Ideal Profile

• Deep experience scaling professional services firms, ideally across consulting, systems integration, ERP/CRM implementation, legal/corporate services, advisory, or multi‑practice services organizations.
• Experience owning a meaningful P&L, business unit, region, or operating platform with accountability for revenue, margin, delivery, client outcomes, and leadership performance.
• Track record of helping entrepreneurial or founder‑led organizations mature into disciplined operating companies without creating unnecessary bureaucracy.
• Strong acquisition‑integration instincts, including the ability to assess operating gaps, integrate teams, professionalise reporting, and protect the value of founder, client, and vendor relationships.
• Commercial credibility with senior clients, vendors, investors, and practice leaders.
• Comfort with ERP, CRM, project systems, dashboards, operating metrics, financial controls, and executive communication.
• High ownership, low ego, direct communication style, and the ability to bring calm discipline into fast‑moving ambiguity.

Success Looks Like

OPS becomes a scalable professional services platform rather than a single founder‑dependent services business. Each practice has clear leadership, P&L accountability, margin discipline, growth plan, and client‑delivery standards. Executives spend more time on strategic relationships, acquisitions, capital allocation, vendor/channel development, and major client opportunities. Practice leaders operate with clearer accountability, better data, stronger cadence, and fewer unresolved escalations. The company is better prepared to scale organically and through acquisition.