I'm helping carbon real estate investments find a top candidate to join their team full-time for the role of director of investment operations.you'll architect the operational systems that scale a real estate portfolio to house 10,000 families.compensation:usd 40k - 60k/year.location:remote: mexicomission of carbon real estate investments:/"our mission is to create lasting value for our investors, residents, and communities by acquiring, improving, and holding high-quality assets that generate sustainable cash flow. We are committed to transparency, trust, and long-term partnerships—delivering growth while enhancing the lives of the families and communities we serve./"what makes you a strong candidate:- you are proficient in underwriting, standard operating procedures (sop), risk assessment, portfolio analysis, investor relations. - english - conversational.responsibilities and more:the opportunity:- this is not an analyst seat.- this is not a deal-doer seat.- this is the operational owner of the entire investments function — and we are looking for someone who runs it like the principals do not have to think about it.- the director of investment operations leads, manages, and holds accountable (lma) across three domains: acquisitions, asset management, and investor relations & fund operations.- you do not source deals, write the ic thesis, set asset-level strategy, or own lp relationships — those sit with the ceo and cio.- you own the operating system underneath all of that: the cadence, the data, the deliverables, the team execution, and the qa gates that ensure nothing falls through the cracks across any of the three domains.- you run the investments l10.- you sit in the pm ops meeting.- you prepare and quality-control the ic pre-read.- you hold the team accountable to weekly scorecards, monthly reports, quarterly lp packages, and annual budgets.- you build and own the sops that scale this function from ~3,000 units toward 10,000+ across direct, co-gp, and third-party structures without breaking — and you ensure every deal stays inside the system regardless of how it came in (build to last).- this seat is given real authority — and we expect it to be used.- the principals (ceo, cio, coo) are often the bottleneck on time-sensitive deliverables.- so are external counterparties: lenders, fund administrators, attorneys, brokers, third-party pms.- you hold all of them accountable.- including up.- including out.- without flinching.- deference to title is not a feature of this role.- the operating system only works if the person running it can hold every contributor accountable, regardless of seniority — that is why this seat exists, and that is the bar.- you report solid line to the integrator (robbie) for operational accountability and eos cadence.- you report dotted line to the cio (michael) for strategic direction and ic priorities.- you are accountable to the ic and board through the ceo (cody).what separates great directors of investment operations from average ones:- the best operations leaders we have seen do not wait for the principals to tell them something is broken.- they have already audited it, diagnosed it, and built the fix.- they take true ownership — of the cadence, of the data, of the deliverables, of the team's performance, and of the principals' inputs when they are the bottleneck.- they do not apologize for holding senior people accountable to commitments.- they just do it — assertively, respectfully, and consistently.- if you need permission to push back on a missed deadline — or if you frame upward accountability as something uncomfortable you "had to" do — this is not the right seat.- if you are already the person who runs your desk that way, and you want a seat where that is the job description: keep reading.primary relationships:- reports to the integrator (solid line) for operational accountability, eos cadence, financial integration, and hiring decisions.- reports to the cio (dotted line) for strategic direction, deal priorities, ic pre-read quality, and capital event timing.- accountable to the investment committee and board through the ceo.- direct reports include the sr. Acquisitions associate, sr. Am associate, analytics analyst, and jr. Analysts (5 today, likely 6 within 12 months).- cross-functional partners include the construction director and property management leadership (regional, coo/integrator) on capital projects, value-add execution, lease-up plans, and am business plans that span months or years.- external counterparties include lenders, fund administrators, attorneys, auditors, brokers, third-party pms, the senior accountant (when hired), and the cpa.who you are:- you do not wait to be told what is broken.- you catch it first.- you build the system that prevents it next time.- you hold the line on cadence and quality without becoming the subject matter expert in everyone else's domain (discipline).- you take ownership of every deliverable — yours, your team's, and the ones the principals are sitting on — and you finish them (high integrity).- you are assertive but respectful.- you can flag a missed handoff to the ceo without flinching, and you can do it without being abrasive.- you are willing to confront — directly and professionally — when the work is not meeting the standard.- you would rather have the hard conversation today than carry the problem into next quarter.- you build genuine relationships that earn trust across distance, time zones, and seniority levels (connection).- you are curious about new tools — especially ai — and you reach for them when they serve cadence and accuracy (growth mindset).- you are not looking for a seat where the systems are already built.- you are looking for the seat where you build them — and where the system you build is what makes the company scale (build to last).- and you bring the all in, all out energy this work demands.- ic cycles.- refis.- quarter-end reporting.- capital events stacking on top of lp reports stacking on top of acquisitions deadlines.- you do not burn out at quarter-end.- you bring presence, urgency, and full commitment — and you enjoy the ride.what you will own:acquisitions operations (lma):- every deal — direct sponsored, co-gp, or third-party managed — flows through the same institutional process.- no orphan deals.- no two-tier system.- this seat enforces that consistency.- lead, manage, and hold accountable the sr. Acquisitions associate and the jr. Analysts on deal screening, underwriting, and ic prep workflow.- own the acquisitions pipeline crm, the buy-box discipline, and pipeline reporting cadence.- run the ic pre-read protocol: 48-hour gate, complete package, no exceptions.- ic memo, model, market study, due diligence checklist, risk summary.- coordinate due diligence across legal, environmental, physical inspections, title, insurance, and lender requirements.- maintain the master checklist.- manage closing process — checklists, capital call timing, entity formation, lender deliverables, attorney coordination.- own the acquisition-to-am handoff protocol: business plan transfer, baseline kpis, first 90-day targets, pm team coordination.asset management operations (lma):- every asset — direct, co-gp, or third-party — sits inside the same am cadence.- same monthly reviews, same quarterly portfolio health checks, same lender covenant tracking, same variance discipline.- no asset operates outside the system because of how the deal was structured.- lead, manage, and hold accountable the sr. Am associate and the analytics analyst on property performance, lender compliance, and recurring am deliverables.- own the recurring am cadence: monthly property performance reviews, quarterly portfolio health checks, annual budgets, insurance renewals, tax appeals.- sit in the weekly pm ops meeting alongside the integrator, the regional, and the construction director — represent am priorities in the property management cadence.- track asset-level business plans against underwriting.- flag variances.- surface watch-list assets to the cio and ic before they become problems.- coordinate capital events end-to-end on the operations side — refinancings, supplemental loans, rate caps, dispositions, recapitalizations.- cio leads the negotiation.- you manage the data, the timeline, the lender package, and the lp communication.- manage the lender covenant compliance tracker.- 100% of loans current on reporting at all times.investor relations operations & fund administration (lma):- the ceo owns lp relationships and new investor development.- the cio owns strategic capital partner relationships (co-gps, fund managers, certain pm relationships).- this seat owns the operational and reporting machine underneath both production, cadence, data, and qa.- lead, manage, and hold accountable the team on quarterly lp.