Operations Lead (m/w/d)

The opportunity Tax advisory is an operational business. Every booking, every payroll run, every set of financial statements follows a process, and hardly any of them has ever been systematically questioned. They work because experienced people know their workarounds. That is the lever, and in this industry nobody has claimed it yet. The model is no longer the scarce part. Expert knowledge from real cases is, and AI labs pay a premium for exactly this. Vogel holds what no AI-native player has: decades of experience with several thousand mid-sized companies. You turn that knowledge into the standard every location works by. Vogel acquires independent advisory firms and builds them into the strongest name in their region. Every acquisition broadens that base. Operations means carrying this model: the same processes at every location, technology people actually use day to day, and an integration that runs faster the fifth time than the first. You own Operations end to end: harmonizing and automating processes, internal tools, IT infrastructure and the integration of every new unit. You build the function from the ground up. You work directly with Moritz Vogel. What you'll do Harmonizing and automating Work through bookkeeping, payroll and financial statements on site, on real cases, with the advisors who handle them daily. Harmonize processes across locations and automate what can be automated. Decide the tool stack and its standards: what we buy, how we set it up, what we switch off. You make that call, not a committee. Your benchmark: every process must hold at twice the client volume without twice the people. Integrating acquired units Own the integration of every new location: connectivity, data migration, moving onto our processes, readiness from day one. Turn it into a repeatable routine rather than a project. What takes months at the first location takes weeks at the fourth. Spot, with the advisors on site, where an acquired firm does it better, and adopt it. Team and operations Grow the Operations team to five or six people within twelve months. You choose the people and shape their focus areas. Own the leading metrics: digitization rate, adoption, turnaround times per location. Trace their root causes yourself. Stay close to the system. Anyone who only delegates and follows up loses their judgment within a year. Questions you'll answer In a process that grew over the years, where does substance end and habit begin, and how do you decide without turning the practitioners against you? What belongs in the standard that applies at every location, and what may an acquired firm keep? Four initiatives, time for two: how do you decide the order? What success looks like After 6 months: All processes across the locations are mapped, with numbers instead of impressions. Two core-business processes run automated in daily operations, and your first hire is selected. After 12 months: A team of five to six people with clear focus areas. Operational metrics are measured, not estimated. The integration path is a documented routine, and the tool stack is decided. After 24 months: Operations runs without daily involvement from management. Every further acquisition follows the same pattern, and the effort per location falls instead of growing with it. Where it leads: from Operations to overall responsibility for running the business. This is the management career at its most consistent, decided by contribution, not years served. What you bring You come from McKinsey, BCG or Bain as a senior consultant, project leader or engagement manager. Building operational systems in a growing company also qualifies: as head of operations or chief of staff in a B2B scale-up past Series B, as an operator at a company builder, as a forward deployed engineer or as a founder. You implement things yourself: processes, automations, new tools. You don't need to be a software engineer, but what you decide, you m