Strategy & Operations Analyst

Strategy & Operations Analyst

Reports to: COO 

Level: Analyst / Associate (2–5 years of experience) 

Team: individual contributor working closely with the COO, exposure to the full exec team from Day 1

Location: Houston Preferred, open to exceptional remote candidates 

Comp range: $120K–$180K base + equity + bonus

Read This First

Acasia is an early-stage startup. We have a real business with real capital – but we are not a mature company with settled processes, stable org charts, or a fixed business model. A $1B GPU AI Factory is our current flagship vehicle; it is not necessarily what Acasia will look like in 24 months. We expect the model to evolve, new product lines to emerge, and roles — including this one — to morph with the business.

If you need a tidy job description with stable rails, this is the wrong role. If you want to help figure out what the rails should be, keep reading.

Role Summary

Acasia is hiring a Strategy & Operations Analyst to report to the COO and be the quantitative engine behind how we run the business. On any given week, you might own the financial model, stand up a dashboard, run a special project, or help stress-test a new business line we haven't launched yet.

This role is for someone who wants exposure to everything: fund-level modeling, GPU fleet economics, customer contracts, investor reporting, and the operational reality of deploying GPU hardware across five data centers. You will not be siloed. You will model it, measure it, and help run it — and you will help figure out what "it" even is as the company evolves.

About Acasia

Acasia intends to operate a $1B SPV deploying GPUs across Dallas, Columbus, Phoenix, Ashburn, and Atlanta.

Acasia itself operates as a managed GPU cloud services provider. Our economics are driven by a Base Service Fee, a Performance Services Fee, and a Disposition Fee. That structure means our incentives are tightly aligned with fleet utilization, contract quality, and NOI realization.

What's still being figured out: the investment to the fund, the managed-services product layer, our positioning vs other hyperscalers, how we price the next wave of Rubin-generation capacity, whether we build a software platform on top of the fleet, and how the org scales from here. You will have a seat at that table for all of it.

What You'll Own (Today)

Current scope — expect this to shift as the company evolves.

The Financial & Fund Model

* Own, maintain, and stress-test our model (and its successors): revenue, OpEx (colo + power), NOI, fee waterfalls, investor return / IRR / CoC, residual scenarios.

* Keep the scarcity pricing, contract-tenor, rate-compression, and blended-multiplier assumptions live and defensible — updated against gpus.io, Lambda, AWS/Azure/GCP, CoreWeave, and secondary-market data.

* Build and run sensitivities on command: rate compression, contract default scenarios, deployment delay, power cost shocks, B300/B200 mix changes.

* Support investor materials, diligence responses, and quarterly LP reporting with clean numbers and a clear narrative.

Dashboards & the Weekly Operating Cadence

* Design and maintain the dashboards that the leadership team (and the L10) actually uses:

* Fleet health: nodes deployed vs. plan, availability, uptime, incident counts by DC, warranty claims.

* Contract book: bookings pipeline, executed TCV by tenor, blended effective rate vs. rack, customer concentration, days-to-first-revenue.

* Financial: revenue realization vs. model, NOI margin, OpEx vs. plan by market, cash position, SPV reserve draw.

* Deployment: GPU delivery schedule, DC readiness, power commissioning, time-to-live by market.

* Run the weekly numbers review. Flag anomalies. Recommend actions — not just report them.

* Expect the dashboards themselves to be built, rebuilt, and replaced as we figure out what actually matters. The first version of everything here will be wrong.

Special Projects

* This is an explicit part of the role — and at a startup this stage, it will often be the biggest part. Expect to be handed a messy, ambiguous problem every few weeks and be asked to produce a clean answer. Examples:

* Stand up a market-replacement analysis when a DC partner slips on power.

* Build the counterparty credit framework for evaluating new take-or-pay customers.

* Model the economics of Fund II (Rubin-generation) and the overlap window with Fund I.

* Benchmark Acasia's managed-services pricing against CoreWeave, Lambda, Nebius, and the hyperscalers.

* Run the pre-closing analysis for a new customer RFP under tight turnaround.

* Structure the board deck math for a financing or recapitalization decision.

* Evaluate a new business line or adjacent product we haven't launched yet.

Operating Model & Reporting Rhythm

* Support the weekly L10, monthly business review, and quarterly planning.

* Translate VTO rocks and OKRs into scorecards with owners and measurable targets.

* Keep the accountability chart's numbers honest — each seat has a scorecard; you help make sure it reflects reality.

How the Role Will Morph

Honest expectations about the path forward:

* The work will change. What you own in month 1 is unlikely to be what you own in month 12. The business is moving, our customer base is forming, and our product surface is still being defined.

* The title will probably change too. "Strategy & Operations Analyst" captures today. As the company grows, this seat could specialize (fund strategy, FP&A, investor relations, corp dev) or broaden (Chief of Staff or VP of Business Operations). We'll figure out the right path together based on what you're best at and what the company needs.

* You will be asked to do things outside any written JD. That is the deal at a startup. If "that's not my job" is a phrase you use often, this will not work.

* You will see things break. Models that were right last quarter will be wrong this quarter. Processes that worked at 15 people will not work at 40. Part of the job is noticing and fixing.

Who You Are

* 2–5 years of experience in one of: investment banking, PE / infrastructure fund, hedge fund / trading, consulting (MBB / tier-1 boutique), quant finance, or an analyst seat at a high-performing startup.

* Comfortable with ambiguity. You can operate without a clear playbook. You ask good questions before jumping to answers, but you don't wait for perfect information to move.

* Quant DNA. You are not intimidated by a 20-tab model. You can build a waterfall from scratch. You catch a broken formula by sense of smell.

* Excellent Excel/Sheets. Comfortable with SQL, or willing to ramp fast. Bonus for Python/pandas, a BI tool (Looker, Mode, Tableau, Power BI), or dbt exposure — not required.

* Write cleanly. One-page memos. No wall-of-text. Recommendation up top, math underneath.

* Low ego, high agency. You pick up the unsexy task, you close loops, you don't need to be managed.

* Discreet. This role sees investor names, customer pricing, and unreleased financials, which you handle with complete professionalism.

* Curious about the domain. You don't need to know what a B300 is on Day 1, but you should want to.

Nice-to-Haves

* Exposure to infrastructure funds, project finance, real assets, or SPV structures.

* Familiarity with data center economics, power markets, or GPU/compute markets.

* Experience building investor decks or supporting a capital raise.

* Prior startup experience as an early analyst or Chief-of-Staff-adjacent role.

Why This Role Is Good

* You will work directly with the COO and alongside the CEO, CFO, and investor-facing leadership.

* You will touch the model that defines a $1B fund, and the operations that determine whether it hits its numbers.

* You will run real projects with real stakes — not slide-polishing.

* You will be in the room as a new company figures out what it's going to be — and you'll help shape that answer.

* You will build a résumé that opens doors in infra investing, quant strategy, or operator roles at scale.

* If you want the certainty of a mature company, this is not the seat. If you want to see how a GPU infrastructure company actually gets built from the inside — model, contracts, fleet, LPs, operations, and whatever comes next — this is the seat.