Six levels, one question: how we assess Ops Builders at Alan

During the hiring process, candidates are curious about the levels, the potential salary and equity package. Those are reasonable asks, and the answer is that the level assessment comes truly first and everything else follows from it. So to better guide you during the hiring process we show you exactly what we expect from an Ops builder at each level.

Impact comes first. Performance at Alan is measured by the value created for our members and for the company, not measured in processes owned or projects shipped: How many euros were saved by preventing fraud last year? How has the latest project created a whole new world of opportunities for new revenue for the company?

Level descriptions are philosophies, not checklists. A short rubric cannot capture everything that matters in operations work. The descriptions below are a starting point for a conversation, not a set of boxes to tick.

Levels reflect what you have done, not what you could do. We assess track records or, in the case of hiring, the signals we have been able to observe during the process. It keeps the discussion on evidence rather than on potential, which is where bias tends to hide.

Levels are deliberately broad, you grow inside one before you grow out of it. There is no set time to spend at a level, and the higher the level the time expected to spend there increases.

Every Alaner is assessed on a single scorecard with three sections:

For Ops Builders these are the skills we specifically focus on:

During the hiring process, each interviewer will assess candidates according to these principles and share their assessment of the level at which they believe the candidate would operate as an Ops Builder at Alan.

The business impact we expect roughly doubles from one level to the next. What changes alongside it is how ambiguous the problem is when it reaches you, and how many people get faster because of you.

B1 — autonomous on what you own. You deliver the well-defined commitments of your crew (3-8 people) without supervision, and contribute to larger initiatives with guidance. You are the reference point for a moderately complex process, you set up its monitoring yourself, and you build simple automations. You handle external providers with support.

C0 — autonomous on the craft. You own several commitments with limited ambiguity, and you apply our scoping, framing and making method without needing a senior builder beside you. You break complex problems into manageable parts, handle fires by making the stakes and trade-offs explicit for everyone, and manage smaller providers on your own.

C1 — large problems, moderate ambiguity. You are a strong contributor in your crew and may lead a small one. You design operating models adapted to how mature the topic is, balancing performance, cost and continuity risk. You solve problems with roughly seventy percent of the data, stating your assumptions out loud. You lead relationships with significant providers, including straightforward negotiations, and you own the budget for your scope.

👉 At level C1, Eléonore handled all the operations linked to our yearly contract renewal campaigns.

D — from executant to driver : trusted without supervision, you make others better. You are a strong contributor across your area (group of crews working on the same part of product) , and you own some of the most important commitments or the most ambiguous exploratory bets. You are the reference builder for critical processes, including key external partnerships. You define the vision and strategy for your scope, drive build-or-buy decisions, and make hard prioritisation calls when a fire needs one. You mentor deliberately. 

👉 At level D, Sandra led the Tiers-Payant card experience for our French portfolio from physical to digital by default.

E — you set the direction. You are a recognised leader in your area: you shape where crews go and you lead its most important initiatives, including early-stage work with no defined shape. You craft long-term strategy with little guidance, drive decisions spanning several crews, use external benchmarks to challenge our own operating models, and establish operational standards across the area.

👉At level E, Arnaud took Alan into Occupational Health, opening a new range of activity for the whole company.

F — you change how Alan operates. You are a recognised leader across a large area, several areas or a country, and you lead the initiatives with the highest strategic ambiguity. Your strategies become the basis on which new crews are built. The operating models you design become the reference at Alan, and are transformative against what the market does. You mentor across communities and help shape our culture.

👉 At level F, Brecht is coordinating operations in our new international markets.

Above F, everyone at Alan moves onto one shared grid — G, H and I — where you are judged on the size of the bet you carry rather than your craft, reaching from a material segment in one geography at G to the whole company at I.

Each level is mapped with a corresponding salary and equity package, you can read more about those here.

We hire the best Ops Builders across the range, so the interesting question is not whether there is a level for you but which one!

Throughout the hiring process we are transparent about where your level assessment is heading, so nothing lands as a surprise at offer stage. We ask about your expectations early, and we keep testing our read against them as we go. If the signals point elsewhere, we tell you, not so you can negotiate (there is no salary negotiation at Alan), but so you have everything you need to make your own call.

Sounds exciting? Find the latest Ops builder opened positions here, and our hiring guide here and apply!