Business Manager

Company Description HeyRCG! is a business-building partner that works as an extension of clients’ teams, rather than a traditional consultant, to drive measurable growth. Drawing on years of experience developing brands, businesses, and sales in Australia and internationally, the company focuses on bottom-line outcomes such as increased views, clicks, profile enhancement, and stronger branding. HeyRCG! leverages performance marketing, compelling content, development solutions, influencer partnerships, SEO optimization, and wholesale distribution to help clients thrive in the digital landscape. The team combines deep knowledge of sales relationships with practical experience scaling start-ups into mature businesses, understanding the importance of logistics, inventory management, capital, and disciplined execution. Applicants can expect to join a hands-on, results-driven environment focused on driving profitable sales and sustainable growth for diverse clients.Role PurposeOwn the day-to-day operational rhythm of RCG and ensure teams have clear priorities, ownership, capacity visibility and processes to deliver work effectively.The role acts as the operational bridge between Leadership, Account Management and department leads, translating business priorities into clear execution without becoming the owner of every individual department task.Key Responsibilities Ops PlanningMaintain visibility across agency-wide priorities, workload, deadlines and operational risks.Translate Leadership priorities into clear operational actions and sequencing.Identify conflicting priorities, capacity constraints and delivery risks early and escalate where decisions are required.Ensure major operational changes have clear owners, timelines and decision points before rollout.Capacity and Resourcing Maintain forward visibility of team workload and resource requirements.Work with department leads to identify overcapacity, undercapacity and resourcing gaps.Coordinate workload redistribution where required, with department leads retaining responsibility for their own teams.Provide Leadership with clear recommendations on hiring, freelance support or reprioritisation when capacity cannot absorb demand.Cross Dept and OpsSupport alignment across AM, Performance, Social, Creative, Dev and other teams.Identify gaps in handovers, responsibilities or workflow that create delivery issues.Establish clear escalation paths between teams.Facilitate operational decisions where work crosses multiple departments.Process & SystemsOwn the operational requirements for agency systems and workflows.Ensure processes have a clear purpose, owner and source of truth.Coordinate implementation of approved operational systems with relevant internal owners or specialists.Review processes regularly and simplify or improve where required.System development or technical builds should remain with the relevant system owner / specialist rather than automatically sitting with Operations.Leadership and Decision SupportProvide Leadership with clear operational visibility, recommendations and risks.Facilitate alignment where Leadership decisions affect multiple departments.Document agreed decisions, priorities and ownership following key discussions.Escalate decisions that require founder approval rather than independently carrying unresolved Leadership differences.Tech SupportCoach department leads on operational planning, prioritisation and accountability.Support new leads in understanding RCG workflows and expectations.Provide operational guidance without replacing department leads’ ownership of their teams.Decision RightsThe Operations Manager should be authorised to:Set and maintain operational workflows once agreed with Leadership.Request workload and capacity information from department leads.Recommend reprioritisation where capacity or deadlines conflict.Coordinate cross-department delivery and escalation.Implement agreed operational improvements without requiring repeated approval for day-to-day execution.Founder / Leadership approval remains required for:Major organisational changes.Hiring / termination decisions.Significant commercial or client scope changes.Changes to department ownership or leadership structure.Major system architecture or business-model changes.How We Work & What We OfferWe're a performance business. We pay above award and above market, because we hire people who earn it. Hybrid working is on the table depending on the role and how you perform. What we're really after is excellence; people who are sharp, commercially minded, and not afraid to challenge us, each other, and the work. If you want to coast, this isn't it. If you want to be pushed and to push back, you'll fit.