In this episode, we are talking about how to know when it is right to hire a director of operations to scale your business.

Welcome to the Becky Beach Show! I’m Becky Beach. And today’s episode, we’re going to be talking about hiring a director of operations for your digital product business. We’re going to cover what exactly a DOO actually does. How do you know if it’s time to bring one on and what do you need in place before making this hire? Because let’s get real.

This isn’t about hiring another VA. It’s about bringing a key player who can change the entire trajectory of your business. This is why you should care. You’re overwhelmed by the operational chaos. You’re stuck in a growth plateau, and you know something has to change. You’re ready to scale, but you don’t want to sacrifice your sanity.

Does this sound like you? Well, then, keep listening because this episode is going to be a game-changer. First, we’ve got to understand the role of a director of operations. So, what exactly does a director of operations do? If you imagine an overpaid assistant or another management layer, think again.

This person is going to be your right hand, your co-pilot. They’re not just there to help, they’re there to lead, strategize, and ensure your business runs like a well oiled machine. These are the key responsibilities of a DOO. Number one is managing your team. Your DOO will oversee your team, from VAs to project managers, making sure everyone is aligned and working efficiently.

No more too many cooks in the kitchen. They’re here to streamline your entire operation. They oversee projects. A DOO handles the execution of projects, ensuring deadlines are met, deliverables are high quality, and you’re not constantly having to micromanage. They optimize processes. They analyze what’s working and what’s not.

Then, refining processes to make sure things run smoothly. From product launches to customer service workflows, they bring order to chaos. And they translate vision into action. You’re the visionary. You dream big. Set goals and chart the course. But it’s the DOO’s job to create the roadmap and make it all happen.

Think of your DOO as the person who turns your big ideas into daily actions that move your business forward. And let me tell you, This is a massive game changer if you’re used to doing everything yourself. So, let’s talk about the signs. I get this question a lot from clients. How do I know when I’m ready?

Honestly, the signs are usually pretty clear when you know what to look for. So this is what the signs are. You’re hitting a growth ceiling. You’re making consistent revenue, maybe even hitting six or seven figures, but you’re stuck at a plateau. You can’t seem to break through because you’re spread too thin.

You’re spending too much time managing the business, and there’s no bandwidth left for growth. You may be wearing too many hats. You’re the creator, the marketer, the customer service rep, the accountant, and the project manager all rolled into one. The more your business grows, the more overwhelming this becomes.

The DOO can take over the operational side, allowing you to focus on high-level strategy and creative work. There’s operational chaos. Tight deadlines, miscommunications, and drop balls are becoming the norm. You’re constantly putting out fires, and everything feels reactive instead of proactive. A D O O steps in to create structure, set priorities, and streamline everything.

There are burnout signs. If you’re waking up dreading the day ahead, Losing your passion, or feeling like you’re just going through the motions. It’s a major red flag. A DOO can relieve you of these daily stresses that bring and bring back the joy of running your business. If you’re outgrowing your current team structure, maybe you have a few VAs and freelancers, but there’s no one truly leading them.

Projects get bottlenecked, communication is scattered, and it’s all starting to feel like herding cats. A DOO takes the lead and manages your team effectively, freeing you up to do what you can do best. I remember hitting my breaking point, launching products, managing a growing team, and feeling like I was drowning in the day-to-day.

Now that I’m going to be hiring a DOO, it’s going to shift my business completely. They will streamline my operation. They’ll manage my team and free up my time so I can focus on growth strategies that look to take us to the next level. So I’m still in the middle of hiring my own DOO. So I’ll let you know how it goes, but I just think this person will help streamline my business because I have been wearing way too many hats.

I do the marketing and the product research, and I manage the employees, and it’s just getting overwhelming and out of hand. So what to have in place before you hire? All right, so you’ve recognized the signs before you put out the job listing. There are a few things you need to have in place to set your company and your business up for success. The first is financial readiness.

This is a big one. A DOO is a significant investment, often commanded salaries or retainer fees that reflect their high level of responsibility. Before hiring, ensure your business has a consistent revenue to support this role comfortably. This isn’t the hire you would make if you’re still bootstrapping.

You make a hire when you’re ready to scale—clarity on your vision. You need to have a clear business vision and goals in a strategic direction. Your DOO will help you get there, but they’re not mind readers. Before hiring, define what you want in the next one to three years of your business.

Documented processes and SOPs. Even if they’re basic, having some standard operating procedures in place will help your new DOO understand how things currently run and where improvements can be made. This doesn’t need to be perfect. Your DOO will refine and expand these, but having a starting point is crucial.

Define KPIs and goals. It’s important to have clear metrics to measure the success of your DOO. What does success look like in their role? Improved team performance, shorter project timelines, and higher customer satisfaction. Be specific so you can track the impact they’re making.

Now, we will talk about how to find the right director of operations.

Okay. So you decided you are ready. Now, where do you find a DOO? And how do you know if they’re the right fit? This is where you should look. Start with your network. Reach out to other business owners and ask for recommendations. Many successful DOOs come through word of mouth. Also, look at LinkedIn, online communities for operation professionals, or platforms like DOO certification programs where you can find vetted candidates.

This is what to look for. You should look for their experience because you want someone skilled in businesses like yours. If you’re a digital product business, look for someone with experience in course creation, memberships, or digital marketing. So, there needs to be a cultural fit. Skills can be taught, but cultural fit is key.

Your DOO should share your values, work ethic, and vision for your business. You should also look for leadership qualities. You want someone who can lead confidently but is also open to feedback. This is a partnership, so find someone who sees themselves as part of your journey. So, these are some interview tips.

Focus on situational questions. Tell me about a time you helped a business scale significantly or how you handled conflicting priorities within a team. These questions reveal how they think, problem-solve, and operate under pressure. These are some red flags to watch out for: overpromising with no track record.

Lack of experience in the digital product space. Inability to articulate how they add value beyond just managing tasks. So this is like what to expect after hiring. Hiring a DOO is a process, and it’s important to manage your expectations during this transition.

So, in the first 90 days, it’s all about onboarding and acclimating.

Your DOO will need time to understand your business, team dynamics, and existing processes. It’s a learning phase, so don’t expect miracles overnight—quick wins. A good DOO will identify quick wins early on. Simple changes can make an immediate impact. This could mean streamlining communication, implementing better project management tools, and more.

or adjusting team roles for greater efficiency. Better team management. Once your DOO is settled, you’ll notice your team becoming more aligned and efficient. They’ll take over the day-to-day management, allowing you to step back and focus on strategy and product development or even just take a well-deserved break.

Long-term scalability. Over time, your DOO will work on deeper optimizations that set your business up for sustainable growth. This could include refining your product launch process, enhancing customer retention strategies, or implementing new revenue streams. So I know when I bring my DOO on board, I’ll feel a weight lift and almost immediately, I’ll no longer drown in operational details and I can finally focus on scaling my business in a way that feels aligned and exciting.

So I’m really excited to bringing a DOO on board. I’m still interviewing candidates. And if you’re happy to know a good DOO, then please email me at Becky(a)coachbeckybeach.com. I love to interview them to see if they’re a right fit for my business. These are some closing thoughts and action steps.

Hiring director of operations isn’t just about handing off tasks. It’s about bringing in someone that can help you scale sustainably and strategically. It may be a perfect time to consider this hire if you’re feeling overwhelmed constantly putting out fires or just ready to break through that growth ceiling.

These are some action steps. Look at your current workload and evaluate whether you’re stuck in the weeds. Assess your financial readiness. Do you have the consistent revenue to support this role? Start documenting your process, even if it’s just in the rough form. This will help your future DOO hit the ground running.

So, if you found this episode helpful, please subscribe, leave a review, and share it with your other digital product creators who may need to hear this. If you’re looking for personalized support, check out my website. For coaching services at coachbeckybeach.com and check out my membership, BusinessBeachClub.com if you want to create and scale a digital product business.

I have over 20 courses, a commercial-use digital product bundle that I give out each month, monthly trainings on how to create digital products, a private Facebook group for members-only events where you can scale your business by gaining new leads and customers, and so much more.

Again, that’s BusinessBeachClub.com!

And please check out the show notes at BeckyBeachShow.com for a transcript and some helpful links that will help you to find your own DOO. Thanks so much for listening. Have a great day. Goodbye.