VP, Business Operations Strategy
Job Summary
The Vice President, Business Operations Strategy is responsible for shaping and advancing the business operations strategy for Corpay Payables' Network as a Service (NaaS) business.
Location
Locations: Atlanta GA, Nashville TN, and Richmond VA.
Responsibilities
Develop and maintain a multi-year business operations strategy for NaaS that connects client value, revenue growth, payment economics, vendor adoption, scalability, risk, technology, and cost-to-serve.
Identify and assess the next comparable business opportunity by evaluating client and market needs, recurring operational pain points, existing Corpay capabilities, network advantages, data assets, and opportunities for differentiated value creation.
Translate strategy into a prioritized portfolio of initiatives, sequencing near-term value creation with longer-term capability development and clearly defining executive decision points.
Periodically reassess the strategy based on performance, client and vendor feedback, product evolution, technology advances, competitive dynamics, and changing business priorities.
Design the target operating model required to scale NaaS and future strategic businesses, including functional roles, decision rights, governance, handoffs, service principles, controls, automation opportunities, and capacity assumptions.
Define how the business can grow across clients, vendors, payment volume, and use cases without creating proportional growth in cost, complexity, manual work, or organizational friction.
Audit operating-model maturity and identify capability gaps, structural constraints, control risks, and organizational dependencies that could limit growth or client value.
Develop phased roadmaps that sequence process, technology, data, policy, and organizational changes based on strategic value, readiness, dependencies, and investment capacity.
Sponsor cross-functional transformation initiatives and hold functional owners accountable for delivering agreed outcomes while preserving clear functional ownership of day-to-day execution.
Co-shape the NaaS product, platform, and data agenda from a business operations perspective, ensuring roadmap decisions support strategic growth, scalability, client value, payment outcomes, controls, and operating leverage.
Prioritize automation, decisioning, workflow, reporting, and self-service capabilities based on their ability to improve economics, reduce friction, accelerate scale, and create differentiated client or vendor outcomes.
Define the strategic data and analytics framework required to manage the business, including authoritative metrics, leading indicators, segmentation, forecasting, scenario analysis, and decision-support capabilities.
Partner with Product, Engineering, and Data leaders to assess roadmap tradeoffs, investment options, implementation sequencing, and realized business outcomes rather than managing routine release or defect activity.
Establish the strategic performance architecture for NaaS, including a balanced set of financial, client, vendor, payment, operational, risk, and scalability measures that indicate whether the business model is working as intended.
Maintain executive visibility into payment delivery success, straight-through processing, decision and resolution speed, exception/return/reroute rates, vendor enablement outcomes, client satisfaction, cost-to-serve, unit economics, and other strategic measures.
Synthesize performance trends, client and vendor insights, operational observations, and financial results into concise executive recommendations, highlighting implications, tradeoffs, risks, and required decisions.
Define value-realization measures for strategic initiatives and ensure benefits, investments, assumptions, and outcomes are tracked with sufficient rigor to support continued investment decisions.
Participate selectively in executive client reviews, strategic solutioning, and material escalations where senior operational perspective can improve decisions, protect the relationship, or accelerate value creation.
Translate client feedback into enterprise-level themes and recommendations rather than treating each request as a standalone operational issue.
Develop the strategic vendor enablement approach for NaaS, connecting client objectives, vendor segmentation, payment acceptance, economics, network value, operational feasibility, and scalable execution models.
Partner with clients, Supplier/Vendor Operations, Product, Data, and Finance to identify the highest-value vendor populations, enablement opportunities, sequencing strategies, and investment priorities.
Evaluate alternative enablement channels, automation, incentives, partnerships, payment methods, and operating approaches that could materially improve vendor conversion, payment economics, or client outcomes.
Define strategic measures for vendor adoption, conversion, payment-method mix, economic contribution, exception reduction, and other outcomes needed to assess and refine the strategy.
Use vendor behavior, feedback, and performance data to identify broader product, network, and business-model opportunities.
Establish executive governance for NaaS and other strategic initiatives, including decision rights, initiative portfolio management, strategic reviews, risk visibility, dependency management, and escalation paths.
Create concise, decision-oriented executive materials that frame performance, strategic choices, investment needs, risks, and recommendations rather than relying on activity-based operating updates.
Lead complex, high-value initiatives through influence across Product Management, Software Engineering, Data & Analytics, Relationship Management, Payment Operations, Supplier/Vendor Operations, Risk & Compliance, Finance, Sales, Implementations, Operational Excellence, Quality Assurance, and Client Success.
Surface cross-functional tradeoffs early, clarify ownership, resolve competing priorities, and elevate decisions that require executive intervention.
Ensure governance creates accountability and momentum while avoiding unnecessary administrative burden or duplication of functional operating cadences.
Act as a business-operations incubator for high-potential opportunities that do not yet have a mature operating model, clear organizational owner, or established execution framework.
Rapidly structure ambiguous opportunities by defining the customer problem, value proposition, operating model, capability needs, economics, risks, success measures, and path to scale.
Design pilots or phased approaches that test critical assumptions, generate evidence, and enable leadership to make informed investment decisions before committing to full-scale execution.
Recommend when an incubated capability is ready to transition into a permanent Product, Operations, Technology, Sales, or other functional ownership model.
Qualifications & Skills
- Bachelor's degree required; advanced degree preferred in Business, Operations, Technology, Finance, Strategy, or a related field.
- 12+ years of progressive leadership experience in business operations strategy, payments, fintech, SaaS, product operations, strategy, transformation, technology, data analytics, financial services, or a related environment.
- 5+ years leading complex, cross-functional strategic initiatives through influence; direct people-leadership experience is preferred.
- Demonstrated success developing business strategies, target operating models, transformation roadmaps, investment cases, and scalable capabilities that produced measurable business outcomes.
- Strong financial and commercial acumen, including experience with opportunity sizing, unit economics, cost-to-serve, ROI, value realization, scenario analysis, and investment prioritization.
- Strong technical and data fluency with the ability to work credibly with Product, Software Engineering, and Data & Analytics leaders on capabilities, architecture tradeoffs, automation, decisioning, and strategic roadmap priorities.
- Demonstrated ability to convert complex data, market/client insight, and cross-functional inputs into clear executive narratives, recommendations, and decisions.
- Experience shaping strategic client relationships, operating models, or business solutions in partnership with Relationship Management, Sales, Client Success, or similar client-facing teams.
- Experience developing scalable client segmentation, engagement, and coverage strategies that differentiate support based on client value, complexity, growth potential, operating needs, and strategic importance.
- Experience shaping strategic vendor enablement approaches, enabling vendor conversion, payment economics, or client outcomes.
- Experience establishing executive governance for strategic initiatives, including decision rights, initiative portfolio management, strategic reviews, risk visibility, dependency management, and escalation paths.
- Experience rapidly structuring ambiguous opportunities by defining the customer problem, value proposition, operating model, capability needs, economics, risks, success measures, and path to scale.
- Experience recommending when an incubated capability is ready to transition into a permanent Product, Operations, Technology, Sales, or other functional ownership model.