Director, Internal Business Systems & Processes

About Deeply Digital

Deeply Digital, LLC is a communications, construction, and consulting company in Montrose, Colorado serving the entire western slope. Its sister company, Clearnetworx, provides ISP services to the surrounding region. Our entire team represents the company on the front lines, and all members work as a team to fulfill the needs of our customers. The Excavation Support person is a laborer who performs a variety of manual tasks outdoors in all weather conditions; including digging, laying conduit, helping with machinery, etc. This is all done while working in a safe and effective manner.

Deeply Digital's outside plant focuses primarily on placing underground and aerial fiber for telecommunications. Its services include line, coaxial, and optical fiber cable placement, splicing, and home installation.

Our company is an equal employment opportunity employer. All staff must be insurable and bondable.

Position Overview: 
We operate a fiber internet business and a fiber construction business. Our leaders and managers are strong operators who spend too much of their week assembling data instead of focusing on how their group contributes to the company KPI’s — forecasting, budget to actuals, project tracking, install capacity, among other items. This role exists to show each department leader what their KPI’s are, what are the levers they can pull to impact those KPI’s, and how do those KPI’s connect and intertwine with the company’s KPI’s. Ideally we want this person to build the systems that give those answers back to them, so the department leaders’ time goes to decisions instead of spreadsheets. 

This is a build-first role. The person in this seat will personally design, ship and support the tools our managers touch every day, working alongside the VP, Business Development, who sets the strategic vision for internal systems. 

What you own: 

Success Alignment 

• Establish what each department’s KPI’s are, and make sure department leaders understand their own KPI’s and are aligned with leadership on them. 

• Identify the levers each department can pull to move their KPI’s, and show to what degree they are currently pulling them. 

• Make the connection visible: how each department’s KPI’s sync up with and contribute to the company’s KPI’s, so every leader can see their part in the whole. 

• Participate in operational and some financial forecasting so that department goals and definitions of success are aligned to how we have forecasted value of the business. 

Process and Systems Discovery 

• Map how work actually flows across the internet and construction sides of the business, documented as it is today — workarounds, shadow spreadsheets and all. Identify where time is being lost and where the numbers people rely on disagree with each other. 

• Establish how each department’s processes and systems currently work, and how they currently identify and act on their levers. 

• Show each department how they are pulling their levers today, and to what degree. 

• Identify where those processes can be improved using the tools this position owns. 

• New processes, and the KPI’s we define, should indicate both the current health and scalability of that department.  

Tools and system building 

• Partner with the systems and dev team to develop internal tools that track KPI’s, support proper workflows, and collect the data each department KPI requires. 

• Use Claude, the internal data lakehouse, and the data team to develop point-in-time and more ongoing direction to department leaders. 

• Use Excel and temporary tools to deliver short-term solutions for departments, while working with the data and dev teams toward long-term ones. 

Enablement 

• Train and coach other leaders and managers on the tools you build, and on how to use AI in their own work. Adoption is the deliverable, not the deployment. Your job is to build the systems that enable the leader — to show the leader how their KPI’s impact the business. 

Required Qualifications  

• Has personally shipped working tools that other people use — not strategy decks, not requirements documents. Examples or a portfolio are required. 

• Fluent with LLM-assisted workflows (Claude or equivalent) and comfortable building on no-code / low-code platforms such as Base44. 

• Excel modeling at a genuinely advanced level, and the judgement to know when a spreadsheet is the wrong answer. 

• Can sit with a construction superintendent and a VP’s in the same afternoon and be useful to both. 

• Translates technical work into dollars, hours and capacity — measured language, not feature language. 

• Self-directed. Given a problem and a vision, can define the work without being handed a backlog. 

Preferred Qualifications  

• Fiber, telecom, construction or field-services operations background. 

• Experience building forecasting or capacity models for an operating business. 

• A track record of driving adoption, not just delivery — you have watched people use what you built and fixed it when they did not. 

 
Measures of Success 

This role carries a two-step compensation path. Base starts at $95k and moves to $120,000 on achievement of the 6–12 month goals, then to $150,000 on achievement of the 12–24 month goals. We would rather agree the specifics of how each goal is measured jointly with the person we hire than publish a definition we invented. 

6–12 months 

New Salary if goals achieved: $120k 

Goals: 

• Full understanding of the various KPI’s across the company in each department. 

• Full ownership of the levers that can be pulled to impact department-level and company-level KPI’s. 

• Weekly deck overview of KPI’s for passings and activations, showing how each department can pull their levers to enable success. 

12–24 months 

New Salary if goals achieved: $150k 

Goals: 

• By this point, most departments should have good understanding of their KPI’s and the levers they have at their disposal to affect their KPI’s. 

• At this stage, the Director should also have a firm grasp on the larger valuation levers of the business, and know how to help direct / set goals for departments tied to what helps drive additional exit value within the business unit.