VP of Post-Sales Operations Operations Remote​/Stamford, CT

The Vice President of Post-Sales Operations is the executive owner of customer satisfaction in a mission‑critical environment. The number one responsibility of this role is to ensure Sysdyne customers are successfully implemented, fully live, reliably supported, and consistently trained, so that Sysdyne’s software, batch systems, and hardware operate without disruption in customers’ day‑to‑day operations.

This role serves as the escalation ceiling for all post‑sales matters and represents the post‑sales organization at the leadership level. It ensures that every implementation, installation, and post‑go‑live experience meets the standards required of a critical systems provider.

Critically, this role is responsible for building, enforcing, and continuously improving post‑sales operations—including clear ownership, decision rights, escalation paths, and SLAs—so the organization can scale efficiently without relying on heroics, ambiguity, or constant executive intervention.

Because Sysdyne’s platform is foundational to customer operations, this role requires deep ownership, urgency, and executive judgment during customer‑impacting events, including high‑severity incidents.

Customer satisfaction is achieved through execution discipline, operational clarity, and reliability.

In addition, this role owns the conversion of Contracted ARR into Live ARR by accelerating implementation, reducing time‑to‑value, and driving revenue and margin through post‑sales execution and implementation‑driven services. This is a hands‑on operating executive role, not a coordinator and not a delegator‑only position.

• Own customer satisfaction across implementation, installs, and post‑go‑live operations
• Serve as the primary escalation point for all post‑sales issues
• Act as the executive owner during customer‑impacting incidents, outages, or SLA‑threatening events
• Ensure rapid decision‑making, cross‑functional coordination, and clear communication during high‑severity situations
• Determine which issues require CEO involvement versus resolution within post‑sales

• Build, document, and enforce post‑sales operating processes that establish clear ownership and decision rights
• Eliminate ambiguity around who owns what and what escalates when
• Reduce duplicate work, handoff friction, and reactive firefighting
• Ensure processes are followed, not merely documented
• Prevent reliance on individual heroics by creating durable, repeatable systems

• Ensure implementations and installs are delivered on time, on scope, and at mission‑critical quality standards
• Drive consistency and rigor in implementation processes and go‑live readiness
• Ensure post‑go‑live support operates with urgency, reliability, and accountability
• Continuously improve time‑to‑value and operational stability for customers

• Own training strategy for external customers and internal Support and Implementation teams
• Ensure training and LMS assets improve product knowledge and self‑sufficiency
• Reduce preventable support issues and support successful installs and go‑lives
• Treat training as a core operational lever, not a one‑time activity

• Own definition, governance, enforcement, and evolution of post‑sales SLAs
• Ensure SLAs are realistic, measurable, visible, and enforced
• Hold Directors accountable for SLA performance and trends
• Trigger corrective actions when SLAs are breached

• Partner with Engineering to design and maintain a reliable, feasible escalation model
• Ensure escalation paths reflect real engineering capacity
• Identify recurring escalations and drive systemic fixes
• Reduce Engineering involvement over time through better process, tooling, training, and AI‑driven deflection

• Own the conversion of Contracted ARR to Live ARR
• Drive faster installations, implementations, and go‑lives
• Track time‑to‑go‑live, revenue in implementation, and Live ARR versus Contracted ARR
• Partner with Sales and…