Director of Agency Operations
for each section heading.
We need to preserve all substantive information, not invent or summarize away detail. Remove boilerplate: navigation, legal, EEO, etc. There's none.
We need to include sections only when posting has real specific content. We have About the role (the first paragraph after "About the Role"). Responsibilities: "What You'll Own" bullet list. Requirements: "What You Bring" bullet list. Benefits: "What We Offer" bullet list. Pay: compensation line. Schedule: remote-first culture flexible hours (maybe part of benefits but we can separate). However we should avoid thin sections; maybe combine Schedule into Benefits? But instruction: prefer a few substantive sections over many thin ones. Could include Pay and Benefits; Schedule maybe part of Benefits. But they said include a section ONLY when posting has real, specific content for it. The posting does mention remote-first culture flexible hours under benefits. So we could incorporate that into Benefits section. But they also have separate "Pay" and "Schedule" headings as possible. Since we have compensation, we should include Pay. Schedule maybe not needed as separate; we can mention flexible hours within Benefits.
Thus sections: About the role, Responsibilities, Requirements, Benefits, Pay.
We need to use - for any list of duties/requirements/benefits. For prose use
.
We must preserve all substantive information. Let's extract.
About the role: The paragraph starting "One Firefly is a seven-time Inc. 5000 company..." up to "...You report to our CEO, sit on our executive team, and partner daily with our Director of Technology and Innovation on the tooling that supports it." Also includes "Why This Role Matters" and "The work runs at three levels." etc. Actually the whole description after "About the Role" includes many paragraphs. We need to include all substantive info. So we should combine all paragraphs under About the role into
elements (maybe multiple
). We'll keep the content as is, preserving details.
Responsibilities: "What You'll Own" bullet list. Let's extract bullet points:
- Six teams and six leaders. Coach the team leads into stronger leaders. Advocate for their people, remove obstacles, and make sure everyone knows what is expected of them and how they are doing against it.
- Build each lead's capability to run improvement in their own function, so that capability lives in the team rather than in one seat.
- What good looks like. Define clear standards for output in every function, so teams know the target and know when they have hit it. This may be the most valuable thing you do here.
- How the work gets produced. Map how each function delivers today, design how it should deliver, and rebuild it with the team. Decide together what automation and AI handle well, what belongs with skilled people, and where human judgment stays in the loop. Improvements should take work off the team, not add to it.
- Product quality. Know what outcomes and results each service delivers for the client, how well it performs, and what it takes to produce, and own making it better. Audit every service against where digital marketing actually stands in 2026, not against how we built it.
- How the department runs. We operate on EOS, and that cadence stays. Everything beyond it is yours to design, and you protect real time each week to work alongside teams.
- Delivery visibility. Build a clear picture of capacity and how work actually flows, so we can staff teams properly, quote work accurately, and find where the process is costing us time. You build it with our Director of Finance.
- The technology agenda. Act as the internal customer for our technology and innovation function. Decide what gets built and in what order, specify the problem and the measure of success, and give feedback in weeks rather than months.
We need to keep each as
- . Possibly some are multi-sentence; fine.
Requirements: "What You Bring" bullet list. Extract:
- You lead people well. Four or more years leading teams, including leading other leaders. You coach, you develop, and you have specific stories about people who grew because they worked for you. You handle performance problems directly and early, with real conversation before formal process.
- A change agent. You have led people through a real change in how work gets done. You know where it gets hard, you explain the reasoning rather than issuing the directive, and you have honest stories about what you learned when it didn't go smoothly.
- First-principles and systems thinking. You break a problem down to what is actually true, set aside inherited assumptions about how it has always been handled, and reason back up from there, seeing how the parts interact and where the real constraint sits. A degree in engineering, computer science, or a related technical field is one signal of this, as is a clear record of taking systems apart and rebuilding them.
- Delivery experience. Eight or more years in agency operations, marketing, or digital services, with a record of owning delivery outcomes.
- Hands-on AI fluency. Current, working experience with reasoning models like Claude and ChatGPT and with orchestration or agent-building tools. You do not need to build every system yourself, but you need to understand what these tools do well, where they fail, and how to design work around them.
- Self-directed learning. You already follow what is changing in marketing and in AI because you want to. Nobody here has to send you to go learn something. The same instinct applies to any unfamiliar discipline: recognizing what excellent output looks like, doing the homework on your own, and working through your team leads to get there.
- Comfort with numbers. You use capacity, throughput, and margin to find what to fix, while keeping a broader view of the people and clients behind them.
- Remote-ready communication. Excellent written and verbal communication in a fully remote, Slack and Google Workspace environment.
Also "A Strong Plus" bullet list: Formal training in systems engineering, operations research, or a similarly quantitative discipline. Experience building or rebuilding a production function, not just running one. Experience leading operators inside a marketing or digital agency, or hands-on background in AI-assisted web, search, or social work. Direct experience operating inside EOS.
We could include these as part of Requirements or maybe separate "Preferred Qualifications". But instruction: use headings like Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We have "What You Bring" which is requirements. The "A Strong Plus" could be considered "Preferred Qualifications" or "Skills". We could put them under Requirements as well, but maybe better to have a "Qualifications" section for required and a "Skills" for plus? However we must not create thin sections. Could combine all under Requirements, but we need to preserve all info. We'll include both required and plus under Requirements, maybe separate with a note? But we must not invent headings like "Preferred Qualifications". We could still use
Requirements and include all bullet points, marking plus maybe with a note? But we should not add extra text not in posting. We could just list them as bullet points; the plus items are still qualifications. That's fine.
Thus Requirements section will contain all bullet points from "What You Bring" and "A Strong Plus".
Benefits: "What We Offer" bullet list. Extract:
- A remote-first culture that allows for flexible hours
- Private Health, Dental, and Vision 100% paid for employee only, dependent coverage is available for an additional cost
- 10 Paid Holidays
- PTO that increases with tenure, plus 1 additional day for Volunteer work
- Simple IRA with company match
- Bonus opportunities tied to clear performance metrics
- Personal Development Allowance (To be used for Professional and Personal Development)
- Company provided computer, monitor, keyboard and mouse along with additional office supply funds your first year
- Paid Parental Leave
- Team events to build relationships in person
- Quarterly offsite planning with the Executive Management Team
Pay: compensation line: "$150,000-$180,000 On Target Earnings". Also location remote (United States). Could include location in Pay? But location is not pay. Could add a short
for location under maybe not a heading. But instruction: do not put Job ID/requisition numbers as headings — fold minor metadata into a short
or drop it. Location is minor metadata; we could include a
before sections: "Location: Remote (United States)". But they said we can fold minor metadata into a short
or drop it. Probably include a
for location. Also "Reports to: Chief Executive Officer" could be minor metadata. Could include that as well. We'll include a
with location and reports to.
We must not repeat job title. No headings for that.
Thus final HTML:
Location: Remote (United States) | Reports to: Chief Executive Officer
About the role
One Firefly is a seven-time Inc. 5000 company and the leading marketing agency in the custom integration industry. In business since 2007, we serve more than 500 active clients and are approaching $10M in annual revenue.We have redesigned how operations leadership works here. The seat focuses entirely on our six delivery teams and carries a mandate to work shoulder to shoulder with those teams on improving how their work gets done. This is a newly defined role, and you would be the first person in it.Six delivery teams report to this seat: Web, SEO, Content, Paid Search, Social Media and Live Chat, and Media including Graphic Design and Branding. Six team leads, with roughly forty talented people across their teams who know their craft. These teams produce nearly all of the client work we deliver. Clients stay with One Firefly for a lot of reasons, and the quality of what these teams produce is one of the biggest.This is a working leadership role. You lead from inside the work, sitting with a team, learning how they produce a deliverable today, and working with them to make it better. You report to our CEO, sit on our executive team, and partner daily with our Director of Technology and Innovation on the tooling that supports it.Why This Role MattersOur teams are good at what they do. They are also being asked to work in ways the industry has never worked before, with tools that did not exist two years ago, while keeping quality high for hundreds of clients.Our team wants to work differently. They want to know what the standard is, how much is enough, and measured against what. Building that clarity and the path to it is what this role will do.The work runs at three levels. People. Six team leads, with roughly forty skilled people across their teams, who deserve a leader in their corner. Someone who gives them clarity on what is expected, coaches them into stronger versions of themselves, removes what gets in their way, and carries them through change rather than announcing it. This is the largest part of the job.Process. Much of how we produce work predates the tools we now have. Rebuilding it around them is a large part of this job. You take it apart in collaboration with the team, and rebuild it so the tedious parts stop eating the day and the skilled parts get the attention they deserve. Where automation and AI genuinely help, you put them to work. Where human judgment and craft matter, they stay with people, and you make sure our people have the room to do that work well.Product. Every service we deliver deserves the question of whether it earns its price for the client and what it should become next. You
. We must preserve all substantive information. Let's extract. About the role: The paragraph starting "One Firefly is a seven-time Inc. 5000 company..." up to "...You report to our CEO, sit on our executive team, and partner daily with our Director of Technology and Innovation on the tooling that supports it." Also includes "Why This Role Matters" and "The work runs at three levels." etc. Actually the whole description after "About the Role" includes many paragraphs. We need to include all substantive info. So we should combine all paragraphs under About the role into
elements (maybe multiple
). We'll keep the content as is, preserving details. Responsibilities: "What You'll Own" bullet list. Let's extract bullet points: - Six teams and six leaders. Coach the team leads into stronger leaders. Advocate for their people, remove obstacles, and make sure everyone knows what is expected of them and how they are doing against it. - Build each lead's capability to run improvement in their own function, so that capability lives in the team rather than in one seat. - What good looks like. Define clear standards for output in every function, so teams know the target and know when they have hit it. This may be the most valuable thing you do here. - How the work gets produced. Map how each function delivers today, design how it should deliver, and rebuild it with the team. Decide together what automation and AI handle well, what belongs with skilled people, and where human judgment stays in the loop. Improvements should take work off the team, not add to it. - Product quality. Know what outcomes and results each service delivers for the client, how well it performs, and what it takes to produce, and own making it better. Audit every service against where digital marketing actually stands in 2026, not against how we built it. - How the department runs. We operate on EOS, and that cadence stays. Everything beyond it is yours to design, and you protect real time each week to work alongside teams. - Delivery visibility. Build a clear picture of capacity and how work actually flows, so we can staff teams properly, quote work accurately, and find where the process is costing us time. You build it with our Director of Finance. - The technology agenda. Act as the internal customer for our technology and innovation function. Decide what gets built and in what order, specify the problem and the measure of success, and give feedback in weeks rather than months. We need to keep each as
Requirements and include all bullet points, marking plus maybe with a note? But we should not add extra text not in posting. We could just list them as bullet points; the plus items are still qualifications. That's fine. Thus Requirements section will contain all bullet points from "What You Bring" and "A Strong Plus". Benefits: "What We Offer" bullet list. Extract: - A remote-first culture that allows for flexible hours - Private Health, Dental, and Vision 100% paid for employee only, dependent coverage is available for an additional cost - 10 Paid Holidays - PTO that increases with tenure, plus 1 additional day for Volunteer work - Simple IRA with company match - Bonus opportunities tied to clear performance metrics - Personal Development Allowance (To be used for Professional and Personal Development) - Company provided computer, monitor, keyboard and mouse along with additional office supply funds your first year - Paid Parental Leave - Team events to build relationships in person - Quarterly offsite planning with the Executive Management Team Pay: compensation line: "$150,000-$180,000 On Target Earnings". Also location remote (United States). Could include location in Pay? But location is not pay. Could add a short
for location under maybe not a heading. But instruction: do not put Job ID/requisition numbers as headings — fold minor metadata into a short
or drop it. Location is minor metadata; we could include a
before sections: "Location: Remote (United States)". But they said we can fold minor metadata into a short
or drop it. Probably include a
for location. Also "Reports to: Chief Executive Officer" could be minor metadata. Could include that as well. We'll include a
with location and reports to. We must not repeat job title. No headings for that. Thus final HTML:
Location: Remote (United States) | Reports to: Chief Executive Officer
About the role
One Firefly is a seven-time Inc. 5000 company and the leading marketing agency in the custom integration industry. In business since 2007, we serve more than 500 active clients and are approaching $10M in annual revenue.We have redesigned how operations leadership works here. The seat focuses entirely on our six delivery teams and carries a mandate to work shoulder to shoulder with those teams on improving how their work gets done. This is a newly defined role, and you would be the first person in it.Six delivery teams report to this seat: Web, SEO, Content, Paid Search, Social Media and Live Chat, and Media including Graphic Design and Branding. Six team leads, with roughly forty talented people across their teams who know their craft. These teams produce nearly all of the client work we deliver. Clients stay with One Firefly for a lot of reasons, and the quality of what these teams produce is one of the biggest.This is a working leadership role. You lead from inside the work, sitting with a team, learning how they produce a deliverable today, and working with them to make it better. You report to our CEO, sit on our executive team, and partner daily with our Director of Technology and Innovation on the tooling that supports it.Why This Role MattersOur teams are good at what they do. They are also being asked to work in ways the industry has never worked before, with tools that did not exist two years ago, while keeping quality high for hundreds of clients.Our team wants to work differently. They want to know what the standard is, how much is enough, and measured against what. Building that clarity and the path to it is what this role will do.The work runs at three levels. People. Six team leads, with roughly forty skilled people across their teams, who deserve a leader in their corner. Someone who gives them clarity on what is expected, coaches them into stronger versions of themselves, removes what gets in their way, and carries them through change rather than announcing it. This is the largest part of the job.Process. Much of how we produce work predates the tools we now have. Rebuilding it around them is a large part of this job. You take it apart in collaboration with the team, and rebuild it so the tedious parts stop eating the day and the skilled parts get the attention they deserve. Where automation and AI genuinely help, you put them to work. Where human judgment and craft matter, they stay with people, and you make sure our people have the room to do that work well.Product. Every service we deliver deserves the question of whether it earns its price for the client and what it should become next. You