AVP, Creative Operations

the job:

The Associate Vice President of Global Creative Operations is responsible for designing, building, and continuously evolving the operating model that enables Creative to deliver world-class work at global scale. They will build the operational foundation, digital infrastructure, organizational systems, and capabilities required for Creative to support significantly greater business complexity without compromising creative quality, speed, talent, or culture.

This leader must understand what best-in-class Creative Operations looks like within a multi-billion-dollar or similarly complex global organization and know how to translate that experience into the right operating model for amika’s current stage of growth and future ambition.

A central mandate of the role is the digitization and modernization of Creative. The AVP will build a connected operational ecosystem that gives leadership clear visibility into what work exists, why it exists, what it costs, who is doing it, where capacity exists, where work is constrained, and what the organization will need next.

As the AVP, you'll operate at an enterprise level: designing the system, shaping the organization, anticipating future needs, and determining howtheCreativeorgmust evolve as the business grows.

Successrequiresmore than creating operational excellence. This leader mustestablishit, sustain it, measure it, and continually evolve it as the organization changes.

location: Brooklyn, NY 2-3 days a week onsite (must be based in + have the right to work in the US)

what you'll do:

Organizational Strategy & Operating Model

• Design and continuously evolve the global Creative operating model,establishinghow the organization plans, prioritizes, resources, produces, governs, delivers, andmeasures ofwork.

• Build the operational infrastructurerequiredto supportamika’snext stage of growth toward $1B+ and increasing global complexity.

• Translate experience from large-scale organizations into systemsappropriate fora high-growth, entrepreneurial business, introducing the right infrastructure at the right stage of growth.

• Evaluate organizational effectiveness and develop future-state structures across Creative Operations, Project Management, Production, Resource Management, and emerging operational capabilities.

• Anticipate capability, capacity, and structural needs before they become business constraints.

• Build an operating model that creates consistency and accountability whileremainingflexible enough to evolve with new markets, channels, technologies, and business priorities.

Digital Transformation & Creative Intelligence

• Lead the digitization of the Creative organization, creating a connected ecosystem across project management, resource planning, production, asset management, approvals, workflow, and reporting.

• Establish a scalable source of truth for Creative work across teams, markets, channels, campaigns, resources, and business priorities.

• Define the Creative Operations technology roadmap, including platforms, integrations, automation, AI-enabled workflows, digital asset management, and emerging operational tools.

• Reduce manual processes, fragmented systems, duplicative work, and dependency on institutional knowledge.

• Establish the data and reporting infrastructure required to provide meaningful visibility into Creative demand, capacity,utilization, timelines, costs, production efficiency, workflow health, and organizational performance.

• Move Creative Operations from retrospective reporting toward predictive planning, enabling leadership toanticipateconstraints, investment needs, and operational risk.

• Use operational intelligence to improve performance, guide investment decisions, and shape how the organization evolves.

Capacity, Resource & Financial Strategy

• Build enterprise-level capacity planning, demand forecasting, and resource allocation models across the Creative organization.

• Partner with Finance and executive leadership on headcount planning, workforce strategy, organizational investment, and long-range resource needs.

• Develop scalable resource strategies across full-time talent, freelancers, agencies, creators, production companies, and specialized external partners.

• Establish greater financial visibility across Creative production, external resources, and operational investment.

• Create frameworks fordeterminingthe most effective balance of internal and external capabilities as business needsevolve.

• Identifyopportunities to improve investment efficiency,consolidatespend, increase assetutilization, and create greater value from Creative resources without compromising creative excellence.

• Use business growth, workload, capability, and financial data to inform future organizational recommendations and scenario planning.

Governance & Executive Partnership

• Establish enterprise governance for how Creative demand is prioritized, resourced, reviewed, approved, delivered, and measured.

• Define clear decision rights, accountability, escalation paths, and service expectations across Creative and its cross-functional partners.

• Serve as the senior operational advisor to the Executive Creative Director, CMO, and executive leadership.

• Translate company strategy, commercial priorities, and growth plans into Creative organizational and operational requirements.

• Provide executive-level visibility into Creative health, demand, capacity, investment, organizational readiness, and operational risk.

• Partner across Marketing, Product Development, Commercial, Digital, Retail, International, Finance, Technology, and People teams to ensure Creative Operations supports broader company strategy.

• Identifysystemic friction andsolve forroot causes rather than managing recurring issues project by project.

Leadership & Organizational Transformation

• Lead and develop the Creative Operations organization, including senior leaders across Creative Operations, Project Management, Production, Resource Management, and future operational capabilities.

• Build a high-performing leadership team capable of owning day-to-day execution while the VPremainsfocused on enterprise strategy, transformation, and future-state planning.

• Lead the Creative organization through periods of significant growth and change whilemaintainingoperational continuity.

• Recognize when systems, structures, technologies, or ways of working have become constraints and proactively evolve them.

• Build career architecture and leadership capability across the Creative Operations organization.

• Create a culture of accountability, transparency, partnership, operational excellence, and continuous improvement.