Director of Wholesale Operations

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Job Type

Full-time

Description

SECTION 1 - POSITION OVERVIEW

The Director of Wholesale Operations owns the complete operational lifecycle of the wholesale revenue stream - from production at the PA plant through delivery to all distributors and direct B2B accounts. This is a full-accountability, end-to-end ownership role.

Reports to

CEO

Revenue stream

Wholesale - Distributors and Direct B2B Accounts

Primary location

Chambersburg, PA

Direct reports

PA Plant Manager, WS Delivery Lead, PA Dock Manager, PA Maintenance Manager

P&L accountability

Wholesale Operations P&L (as structure matures)

SECTION 2 - SCOPE OF OWNERSHIP

The following areas are fully owned by this role. Ownership means accountability for results, process, people, and continuous improvement - not just day-to-day management.

Production & Planning

• Production scheduling aligned to wholesale demand and distributor commitments
• Coordination of plant capacity and priority for wholesale orders
• Raw material and packaging readiness for wholesale SKUs
• Quality standards from production through shipment
• Production forecasting for wholesale stream

Packing & Fulfillment

• Pack-out scheduling and labor coordination
• Order accuracy and pick/pack processes
• Inventory management for wholesale-ready product
• Damage, shrink, and waste reduction

Delivery & Logistics

• On-time delivery to all distributors and direct B2B accounts
• Carrier and logistics coordination for wholesale routes
• Delivery exception management - shorts, substitutions, mis-picks
• Route efficiency and cost per case delivered

Customer Relationships - Operational

• Day-to-day operational relationships with distributors and B2B contacts
• Order confirmation, lead time communication, and change management
• Proactive communication on supply issues before they become customer issues
• Customer complaint resolution - owned at this level, not escalated

People & Team

• Regular 1:1s with all direct reports - structured, with a written agenda
• Clear performance expectations set and documented for each direct report
• Coaching, development, and accountability for the wholesale ops team
• Culture - tone, energy, and environment within the wholesale operation

Decision Rights

Yours to make without escalation:

• Production scheduling and sequence for wholesale orders
• Labor assignments within wholesale operations
• Order prioritization when capacity is constrained
• Operational process changes within your team
• Repair, parts, supplies authorization up to $5K
• Coaching and performance management of your direct reports
• Personnel decisions - Hiring and terminations

Require leadership alignment before acting:

• New customer commitments or volume guarantees
• Pricing, credit, or commercial terms changes
• Capital expenditure or new vendor onboarding
• Personnel decisions - compensation changes

Requirements

SECTION 3 - BEHAVIORAL EXPECTATIONS

These expectations define HOW this role is performed. They are non-negotiable and will be evaluated alongside KPI results. Strong numbers achieved through poor practices, repeated escalations, or cultural damage will not constitute success.

Expectation:

Own problems, don't pass them

What It Means:

When an issue arises, your first move is to contain it and solve it. You bring leadership a summary of what happened and what you did - not a request to intervene.

What Success Looks Like:

Issues resolved at your level. Escalations are rare and appropriate.

Expectation:

Build processes, not workarounds

What It Means:

When something fails repeatedly, diagnose the root cause and build a documented process that prevents recurrence. Workarounds keep things running - processes fix them.

What Success Looks Like:

2-3 documented process improvements per quarter.

Expectation:

Communicate proactively

What It Means:

Customers and leadership hear about problems from you before they discover them. Early, honest communication - even with bad news - is a core expectation.

What Success Looks Like:

No surprises. Issues surfaced early with a plan attached.

Expectation:

Develop your team

What It Means:

You are accountable for the performance of your team, not just your own. Coach, document expectations, and address performance gaps directly.

What Success Looks Like:

Your direct reports are growing. Performance issues are managed, not routed up.

Expectation:

Close the loop

What It Means:

When assigned a task or deadline, it gets done. If timelines change, you communicate before the deadline - not after.

What Success Looks Like:

Commitments honored consistently.

Expectation:

Set a positive tone

What It Means:

The energy and culture you bring to the operation is contagious. People should feel supported and challenged by you - not managed around.

What Success Looks Like:

Team feedback reflects a director who is present, direct, and supportive.

Experience Preferred Requirements:

• 8-10 years of People Leadership experience
• 2-3 years of manufacturing experience

Salary Description

$80,000 - $100,000 Annually