Senior Operations & Client Delivery Manager
DHC Media | Denver, Colorado
Compensation: $75,000–$80,000 base salary, depending on experience, plus eligibility for performance-based bonuses and profit sharing. Benefits include paid time off, health and dental insurance, life insurance, and participation in the company’s 401(k) plan.
This is a hands-on leadership role with the potential to grow into broader operational leadership as the company scales.
About DHC Media
DHC Media is a Denver-based creative production and content company helping founders and growing organizations build trust through strategic photo, video, and recurring content.
We are entering our next stage of growth, with an expanding Content Studio subscription model alongside an established corporate photography and media business.
The company is not looking for someone to maintain the current way of operating. We are looking for someone who can strengthen it, simplify it, and build the operational capacity required for growth.
The outcome you own
Within your first 90 days, the founder should no longer be the default point of contact for routine client communication, team coordination, project decisions, or delivery follow-up.
Clients and team members should come to you first.
You will ensure that:
- Clients understand what is happening, what is needed from them, and what comes next.
- Team members understand what they are responsible for, why it matters, what “done” looks like, and when it is due.
- Problems are identified and resolved before they become missed deadlines or client concerns.
What you will ownClient delivery and relationships
- Serve as the primary day-to-day contact for active Content Studio and key media clients.
- Lead routine client check-ins, delivery updates, approval coordination, report presentation, and issue resolution.
- Keep clients prepared, informed, and confident throughout the engagement.
- Gather assets, feedback, approvals, scheduling information, and upcoming business priorities.
- Set and protect expectations around scope, timelines, revisions, and client responsibilities.
- Identify client concerns early and resolve them before they become retention problems.
- Bring the founder into conversations when strategic or executive involvement is genuinely needed.
Team direction and accountability
- Translate strategy and client commitments into clear assignments, owners, deadlines, dependencies, and quality expectations.
- Make sure team members understand the work before it begins—not merely notify them after something becomes overdue.
- Coordinate employees and contractors across production, editing, design, email, publishing, and client delivery.
- Run effective delivery and capacity meetings.
- Address unclear ownership, missed expectations, or recurring performance problems directly.
- Follow work through completion and take responsibility for the overall result.
Operational systems
- Build, document, and continuously improve repeatable workflows.
- Own the structure and effectiveness of Monday.com and related operating tools.
- Create and maintain SOPs for recurring client and production processes.
- Reduce dependence on founder memory, individual workarounds, and verbal instructions.
- Identify opportunities to use AI, automation, templates, and standardized processes appropriately.
- Improve handoffs between sales, strategy, production, post-production, approvals, and distribution.
- Create visibility into project health, workload, deadlines, client risks, and team capacity.
Capacity and profitability
- Maintain a realistic capacity plan across internal staff and contractors.
- Help determine when work should be reassigned, standardized, automated, contracted, or hired for.
- Improve production efficiency, including prep time, shoot-day planning, scheduling, and resource use.
- Track planned versus actual time on recurring work and identify where hours are being lost.
- Protect project scope and reduce unnecessary rework, extended production days, and avoidable contractor costs.
- Support growth without assuming every new client requires an equal increase in staffing.
Hiring and onboarding
- Help define future operational and delivery roles as the company grows.
- Own onboarding and operational training for new team members and contractors.
- Ensure new hires understand workflows, standards, decision rights, and accountability.
- Build the systems needed for additional coordinators or account-support roles to eventually report into this position.
What you will not own
This role does not replace the founder’s responsibility for:
- Sales and business development
- Initial content strategy
- Offer development and positioning
- High-level creative direction
- Final company vision and strategic priorities
The founder will establish the strategic direction. Your responsibility is to turn that direction into a clear, efficient operating plan and ensure that it gets delivered.
Who you are
- You have owned operations, client delivery, account services, or production workflows within a creative agency, marketing agency, production company, or other service-based business.
- You have managed both client relationships and internal execution.
- You naturally create clarity where responsibilities or processes are vague.
- You do not wait for a founder to provide a daily task list.
- You are comfortable directing employees and contractors and holding them accountable.
- You communicate concerns early, directly, and constructively.
- You make sound routine decisions without requiring constant approval.
- You can be warm and professional with clients while still protecting scope and company profitability.
- You enjoy building systems, but you are also willing to work directly inside those systems.
- You understand that strong operations means preventing problems, not simply documenting them.
You may not be a fit if
- Your primary strength is tracking tasks rather than owning outcomes.
- You wait until a deadline has passed before addressing a problem.
- You need the founder involved in routine client or delivery decisions.
- You avoid difficult conversations with team members or clients.
- You struggle to worth empathetically, understanding teammates and clients perspective
- You protect client satisfaction by routinely giving away additional work.
- You prefer strategy and delegation but do not want to be hands-on.
- You thrive in an established corporate structure rather than enjoying the process of building one.
Growth path
As recurring revenue, client volume, and team size increase, this role may expand into Director of Operations or broader operational leadership.
Future growth will be based on:
- Demonstrated operational ownership
- Client retention and experience
- Team performance and accountability
- Increased delivery capacity
- Improved efficiency and profitability
- Reduced founder dependence
- Company growth and organizational need
Title and compensation will be reviewed as the role and business meaningfully expand. Reviews do not guarantee automatic raises or title changes.
What makes this opportunity different
This is an opportunity to build the operating system of a growing creative company—not simply inherit a set of administrative processes.
The right person will have:
- Real influence over how the company operates
- Direct access to the founder
- Authority to improve systems and direct execution
- Visible impact on growth and client experience
- A path toward broader leadership as the company scales
The core purpose of this role is simple:
Build a company that can grow without requiring the founder to personally hold every client, team member, deadline, and decision together.
To Apply:
- Your résumé to [email protected]
- Why does this role interest you, and what makes you a strong fit for this stage of DHC Media?
- What experience do you have leading client delivery and internal operations within a creative, marketing, production, or service-based company?
- Tell us about a time you introduced structure, accountability, or a new process for a creative team without making the work unnecessarily rigid or limiting the team’s creativity.
- What was unclear or not working before you became involved?
- What did you change?
- How did you get the creative team to adopt the new structure?
- What was the measurable result for the team, the client, or the business?
- Describe a time you had to address a missed expectation, performance concern, or difficult client issue. How did you handle it?
- What would you focus on during your first 90 days in this role?
- A brief written response to the following scenario:
A creative team is producing strong work, but projects regularly run late because responsibilities are unclear, feedback arrives in pieces, and team members resist processes they believe will interfere with their creativity.
How would you approach the situation? Please explain the first steps you would take, how you would involve the team, and how you would create accountability while protecting the quality of the creative work.
Pay: $75,000.00 - $80,000.00 per year
Benefits:
- 401(k)
- 401(k) matching
- Dental insurance
- Health insurance
- Life insurance
- Paid time off
Work Location: Remote
