Pipeline Operations Manager

Wing is a fast-growing, Silicon Valley-based, venture-backed multinational startup.

We are looking for an exceptional, highly motivated individual to serve as a Pipeline Operations Manager. 

The Pipeline Operations Manager is responsible for the day-to-day management, visibility, and operational health of Wing's end-to-end client fulfillment pipeline.This role ensures that opportunities and accounts move efficiently through each stage of the business, from Sales handoff, talent requirements, recruitment and staffing, candidate presentation, client selection, onboarding, launch, and early account stabilization.

The Pipeline Operations Manager serves as the central operational owner of the pipeline, continuously monitoring movement, identifying bottlenecks, enforcing timelines, coordinating cross-functional teams, and resolving process gaps that could delay revenue, staffing, or client activation.

This is not primarily an administrative tracking role. The position is expected to actively manage the pipeline, challenge stalled items, drive accountability, escalate risks, and improve the underlying processes that keep the pipeline moving.

• Own the daily operational management of Wing's active pipeline.
• Maintain visibility across every account and requirement from Sales handoff through successful launch.
• Ensure every pipeline item has a clear status, owner, next action, and expected completion date.
• Monitor accounts that are stalled, delayed, blocked, or at risk.
• Proactively follow up with responsible teams to move accounts forward.
• Ensure pipeline stages accurately reflect the actual operational status of each account.
  
  
2. Pipeline Health Monitoring
• Conduct daily reviews of pipeline movement and outstanding requirements.
• Identify aging accounts, stalled stages, capacity issues, and process bottlenecks.
• Flag accounts at risk of missing staffing or launch timelines.
• Monitor pipeline volume against available recruitment, staffing, onboarding, and operational capacity.
• Maintain clear visibility into what is entering, moving through, and exiting the pipeline.
  
  
3. Cross-Functional Coordination
Work closely with:
• Sales
• Customer Success
• Talent Acquisition
• Staffing
• Onboarding
• Training
• Operations
• Product or specialized service teams
• Finance and other support teams when required
• Ensure clean handoffs between departments and prevent accounts from being delayed because of unclear ownership or incomplete information.
  
  
4. Sales-to-Operations Handoff
• Review newly closed accounts and confirm that operational requirements are complete.
• Validate role requirements, client expectations, staffing needs, timelines, and special conditions.
• Identify incomplete, unrealistic, or unclear requirements before they create downstream delays.
• Coordinate with Sales when clarification or expectation resetting is required.
• Ensure specialized products or services follow the correct operational process.
  
  
5. Staffing and Candidate Pipeline Oversight
• Monitor recruitment and staffing progress against client requirements.
• Track candidate availability, endorsement, interviews, client selections, replacements, and pending decisions.
• Identify roles with insufficient candidate supply or prolonged staffing timelines.
• Coordinate with Talent Acquisition and Staffing leadership on priority requirements.
• Escalate accounts requiring intervention, sourcing adjustments, compensation review, or expectation management.
  
  
6. Client Selection and Decision Management
• Track candidates presented to clients and outstanding client decisions.
• Ensure follow-ups occur within established timelines.
• Identify accounts where client responsiveness is delaying fulfillment.
• Coordinate with CSMs, OBS, Sales, or account owners when client intervention is required.
• Maintain visibility into candidate rejection reasons and recurring selection barriers.
  
  
7. Onboarding and Launch Readiness
• Monitor accounts approaching onboarding and launch.
• Confirm that staffing, documentation, equipment, access, training, schedules, and client requirements are ready.
• Surface launch risks before they become client-facing issues.
• Coordinate resolution between responsible departments.
• Ensure accounts transition cleanly from pipeline management into normal account operations.
  
  
8. Pipeline Escalation Management
Serve as the first operational escalation point for pipeline-related issues. Examples include:
• Staffing delays
• Missing client requirements
• Candidate shortages
• Interview delays
• Client decision delays
• Incorrect Sales handoffs
• Compensation mismatches
• Training capacity concerns
• Onboarding blockers
• Ownership gaps
• System or CRM inaccuracies
• Accounts repeatedly moving backward in the pipeline
• Determine the appropriate owner, establish an action plan, and monitor the issue until resolution.
  
  
9. Pipeline Governance and Accountability
• Establish and enforce pipeline SLAs.
• Ensure teams update their respective pipeline stages consistently.
• Hold stakeholders accountable for overdue actions.
• Require clear next steps for every active account.
• Escalate repeated SLA breaches or operational blockers to leadership.
• Ensure pipeline meetings focus on decisions and corrective actions rather than status reporting alone.
  
  
10. Pipeline Reporting and Forecasting
Provide leadership with clear visibility into:
• Total active pipeline
• New accounts entering the pipeline
• Accounts staffed
• Accounts awaiting candidates
• Accounts awaiting client decisions
• Accounts scheduled for launch
• Aging by pipeline stage
• Average time spent per stage
• Staffing turnaround time
• Bottleneck trends
• At-risk accounts
• Projected launches
• Expected revenue activation
• Pipeline capacity and resource constraints
• Produce weekly and monthly pipeline health reports with clear recommendations and required leadership actions.
  
  
11. Process Improvement
• Continuously evaluate how accounts move through Wing's pipeline.
• Identify unnecessary steps, duplicated work, unclear ownership, and communication gaps.
• Design improved workflows and escalation protocols.
• Recommend automation opportunities.
• Partner with system owners to improve CRM and pipeline architecture.
• Standardize handoff requirements between departments.
• Document processes, SLAs, escalation paths, and ownership matrices.
• Measure whether process changes improve pipeline velocity and client experience.