I'm helpingcarbon real estate investmentsfind a top candidate to join their teamfull-timefor the role ofdirector 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 areproficientin 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.