DIRECTOR OF INVESTMENT OPERATIONS

Carbon Real Estate Investments

Remote (Latin America Preferred) | US Business Hours | Full-Time Contractor

Compensation: $40,000 – $60,000 USD base + performance bonus

ABOUT CARBON REAL ESTATE INVESTMENTS

Carbon Real Estate Investments is a vertically integrated multifamily platform approaching 3,000 units across 6 Sunbelt states. We operate through direct sponsored deals, co-GP partnerships, and third-party management — focusing on Class B/C workforce housing in secondary markets. We own the buildings, and we run property management, construction, and asset management in-house. Our goal is to house 10,000 families in Carbon communities over the next ten years.

A defining principle: every deal follows the same cadence regardless of structure. Direct sponsored, co-GP, and third-party managed deals all flow through the same underwriting standards, the same IC pre-read process, the same AM cadence, the same lender and LP reporting discipline, and the same QA gates. No orphan deals. No two-tier system. No exceptions.

We operate on EOS (Entrepreneurial Operating System) and run weekly Level 10 meetings with a hybrid US/offshore team.

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.

The Director of Investment Operations leads, manages, and holds accountable (LMA) across three domains: Acquisitions, Asset Management, and Investor Relations & Fund Operations. You don't 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.

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+.

This seat carries 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.

Reporting:

- Solid line to the Integrator / COO (operational accountability, EOS cadence)

- Dotted line to the CIO (strategic direction, IC priorities)

- Accountable to the Investment Committee and Board through the CEO

- Direct reports: Sr. Acquisitions Associate, Sr. AM Associate, Analytics Analyst, and Jr. Analysts (5 today, 6 within 12 months)

OUR CORE VALUES

- Growth Mindset: Practice Kaizen. Never settle, figure it out. Get 1% better every day.

- High Integrity: Do what you say. Own your wins and losses.

- Discipline: Be purposeful, thoughtful, and diligent in everything you take on.

- Build to Last: Take the long view. Every decision optimizes for 10-15 year outcomes.

- Connection: Build genuine relationships that earn trust and respect — with residents, investors, vendors, and each other.

- All In, All Out: Work hard, play hard. Bring full energy and commitment, and 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 Jr. Analysts on deal screening, underwriting, and IC prep workflow

- Own the acquisitions pipeline CRM, 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 the 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.

- Lead, manage, and hold accountable the Sr. AM Associate and 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 & FUND ADMINISTRATION (LMA)

The CEO owns LP relationships. The CIO owns strategic capital partner 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 report production: capital account statements, distribution notices, portfolio rollup, property-level performance

- Own the fund administration relationship: capital calls, distributions, waterfall calculations, transfer processing, K-1 coordination, audit support

- Maintain the investor data room; ensure all compliance documentation is current; track co-investment and side-letter obligations across fund structures

- Coordinate with the fund administrator and CPA on quarterly and annual reporting — T+10 business days for LP reports, T+15 for capital account statements, March 15 for K-1s

- Run Fund II / Box Wilson reporting integration as new vehicles come online — operational and reporting infrastructure only

MANAGING UP & EXTERNALLY

LMA does not stop at direct reports. The principals — CEO, CIO, COO — are often the bottleneck on time-sensitive deliverables.

- Hold principals accountable on their inputs to recurring deliverables; raise missed handoffs directly, set deadlines, and escalate when deadlines slip

- Drive external counterparties to deadlines: lenders, fund admins, auditors, attorneys, and brokers all need follow-up, escalation, and clear deliverable expectations — you own that follow-through

- Surface blockers early via weekly L10 scorecard, weekly 1:1s with COO and CIO, and direct CEO escalation when warranted

- Protect the operating system from internal entropy: when a principal wants to skip a pre-read, bypass a QA gate, or cut a corner on documentation, you push back

LATERAL COORDINATION — CONSTRUCTION & PROPERTY MANAGEMENT

Capital projects, value-add execution, lease-up plans, and AM business plans span months or years and cross both sides of the firm. This seat is the connective tissue.

- Drive communications, approvals, and sign-offs laterally with Construction (capex projects, renovation schedules, value-add execution) and Property Management (lease-up plans, renewal strategy, occupancy recovery, AM business plans)

- Track multi-month and multi-year projects against the underwriting business plan; surface variances early; hold both sides accountable to deliverables and decision points

- Translate between Investments language (NOI impact, IRR drag, cap event timing, LP reporting implications) and Operations language (unit turn velocity, vendor scheduling, leasing pipeline, capex draw timing)

- Surface scope, budget, or schedule changes that materially affect the deal thesis directly to the CIO and IC — before they show up in a quarterly LP report

PROCESS DESIGN, SYSTEMS & TEAM LEADERSHIP

- Audit, organize, and institutionalize the existing SOP library across all three domains — every recurring deliverable on a published calendar with a named producer, named reviewer (maker-checker), named sign-off authority, and a documented QA gate

- Chair the weekly Investments L10: run the scorecard, surface issues, resolve or escalate

- Run weekly 1:1s with each direct report focused on blockers, resource needs, and development — not status updates

- Own data flows across Yardi, RealPage, BigQuery, Coda, Airtable, and HappyCo; ensure consistency and identify automation opportunities

- Hire, train, and develop additional team members as the portfolio scales; cross-train Jr. Analysts across acquisitions and AM under the senior associates

WHAT THIS ROLE DOES NOT OWN

CEO owns: LP relationships, investor nurturing, new investor development, capital formation and fundraising leadership.

CIO owns: Investment strategy, thesis, market selection, buy-box criteria. Strategic co-GP and fund manager relationships. Lender relationships and capital markets execution.

Both principals retain: Final investment decisions and IC authority. Fund structuring, partnership terms, and waterfall design. Asset-level strategy decisions (hold/sell, refinance, major capex pivots). Deal origination strategy.

WHAT SUCCESS LOOKS LIKE

First 90 Days:

- Full audit completed of every existing SOP, recurring deliverable, meeting cadence, and handoff across all three workstreams — every artifact catalogued, every owner identified, every gap documented

- Written gap analysis produced for each workstream: what exists and works, what is broken or stale, what is missing, and what is duplicated

- All surviving SOPs organized into a single document library with consistent format, version control, and named owners

- Every recurring deliverable on a published cadence calendar with named producer, named reviewer (maker-checker), named sign-off authority, and documented QA gate — no exceptions

- Maker-checker-signoff system live and traceable: every deliverable has an audit trail showing who produced it, who QA'd it, and who approved it before release

- Weekly Investments L10 running with a working scorecard: green/yellow/red on every metric

First Year:

- End-to-end investments operations seamless: source to screen to underwrite to IC to close to AM handoff to ongoing reporting to capital events — all through a documented system with QA at each gate

- LP reporting, lender reporting, and fund administration on a predictable, institutional cadence — investors never have to ask; lenders never miss a covenant deliverable; K-1s out by March 15

- Team executing independently; Jr. Analysts cross-trained and producing across both domains

- CIO operational time on recurring investments work reduced by 60%+

- Carbon OS data infrastructure clean and consistent: Yardi, RealPage, BigQuery, Coda, and Airtable all agree — no reconciliation fire drills before reports go out

Long-Term:

- You are the person the IC, CEO, CIO, Integrator, LPs, and lenders go to for any operational question about the investments function

- As Carbon scales from ~3,000 units toward 10,000+, the investments function scales without breaking — because the operating system you built was designed for it

- Sr. AM Associate or Sr. Acquisitions Associate developed into a Portfolio Manager seat as deal volume crosses 4+ acquisitions per year (projected 2028)

REQUIRED QUALIFICATIONS

- 7+ years of progressive experience in real estate, financial services, professional services, or comparable complex operational environments; mid-career professional with master's-level credential or equivalent depth of experience

- Demonstrated experience leading and managing distributed teams across multiple time zones — async handoffs, broken coordination fixed, people held accountable from a remote seat

- Track record of auditing existing operations, conducting gap analysis, and institutionalizing into auditable, traceable systems with maker-checker QA and sign-off gates; the work here is mostly organizing and tightening what exists, not greenfield authoring

- Strong command of financial concepts as applied to real estate, fund operations, or institutional reporting: capital accounts, waterfalls, debt service coverage, NOI, variance analysis

- Process discipline: you catch errors, hold others to standards, and live by a calendar

- Assertive but respectful communication style — able to hold senior executives, principals, and external counterparties accountable to deadlines, directly and professionally, without flinching; deference to title is not a feature of this role

- Fluent written and spoken English; comfort communicating directly with US executives, LPs, lenders, and external counsel

- Ability to work US business hours (9 AM – 5 PM EST core, with flexibility for IC meetings and capital event closings)

- Comfort with EOS / Level 10 / Rocks / Scorecards methodology, or willingness to learn on day one

PREFERRED QUALIFICATIONS

Note: Real estate private equity and US deal experience are preferred but we will bend on these for the right candidate. Strong long-term operational experience in adjacent fields is a solid substitute.

- Direct multifamily real estate operations or asset management experience

- US private equity, fund operations, or institutional real estate platform experience

- Yardi Voyager experience, or strong adjacency (MRI, RealPage Investment Management, Argus)

- Experience with quarterly LP reporting, capital calls, distribution waterfalls, or fund administration workflows

- Experience managing capital events: refinances, supplementals, dispositions, preferred equity, promote structures

- Background in management consulting, investment banking operations, big-four advisory, or institutional asset management — anywhere process discipline, deliverable QA, and senior stakeholder management are non-negotiable

- CFA, CAIA, MBA, or equivalent finance credential

- Vertically integrated owner-operator exposure (versus pure third-party fee or pure capital markets)

HOW WE WORK

- We optimize for outcomes, not activity. Bring problems with options pre-vetted and a recommendation.

- Trust starts at 50/50 and is earned by finishing things. Missed deadlines, dropped follow-ups, and surprises kill it fast.

- "It can't be done" is not in our vocabulary. The honest version is: "the time to do it isn't worth the payoff" or "here are the trade-offs."

- Speed matters. We are a small team running a portfolio approaching 3,000 units across 6 states. Our standards do not bend because something is hard.

- Process discipline is the differentiator. We run on EOS. Yardi is the source of truth. We measure things. If you cannot operate inside structure, this is not the right seat.

- We use AI. Claude is central to operations. We expect this seat to use AI to move faster. Curiosity about new tools is non-negotiable.

- LMA is the job — including upward and externally. You are not the doer. You are the person who ensures the doers do, on time, to standard, every time. That includes the principals when they are the bottleneck.

- All In, All Out. IC cycles, capital events, and quarter-end reporting stack. This seat demands stamina.

COMPENSATION & STRUCTURE

Base Salary: $40,000 – $60,000 USD, commensurate with experience and location

Performance Bonus: Annual bonus tied to a quarterly scorecard — cadence discipline, IC pre-read on-time rate, LP report on-time rate, lender compliance current rate, SOP library completion, and team execution metrics. Details discussed at offer.

Structure: Full-time contractor | Fully remote | US business hours (9 AM – 5 PM EST core) | Occasional travel for portfolio walks or IC meetings

HOW TO APPLY

Send a resume and a short note answering this one question:

"Walk us through an operation you walked into where SOPs and processes existed but were scattered, inconsistent, or undocumented. What did you audit, what did you keep, what did you rebuild, and how did you institutionalize the result into a single auditable system that the team actually used?"

We read every response. Generic cover letters are not helpful. Specific stories are.

EEO STATEMENT

We are an equal opportunity employer. All qualified applicants will be considered for employment without regard to race, color, sex, religion, gender identity, sexual orientation, national origin, disability, protected veteran status, age, or any other characteristic protected by law.

Job Type: Full-time

Base Pay: $696,404.00 - $1,044,606.00 per year

Work Location: Remote