Director, Domestic Fulfillment

GOAT Group•Teterboro, NJ

17h•$141,920 - $208,600•Hybrid

About The Position

The Director, Domestic Fulfillment is a hands-on, high-impact leadership role responsible for the operational health, performance and people development of GOAT Group’s US and Canada fulfillment network. This is not a seat-and-oversee role — it is a builder’s role. The Director will partner closely with the AVP, Global Operations to establish a shared vision for how the domestic site management teams operate individually and together, driving standardization, structure and accountability across a network at varying stages of maturity. The right candidate is an architect, not a firefighter. They recognize that recurring chaos is a design flaw, and they build systems that make predictable outcomes the default. They bring deep, credentialed warehouse and fulfillment expertise, the floor-level instincts to diagnose what's actually happening at a site, and the leadership presence to energize managers and associates alike. Significant domestic travel is expected. Preferred locations are Los Angeles, CA or New Jersey to maintain proximity to our west and east coast hubs.

Requirements

10+ years of progressive warehouse and fulfillment leadership experience, including 3+ years managing multi-site operations; prior experience in established, structured supply chain environments where industry standards were the baseline, not the aspiration.
Recognized industry credentials or training in warehouse operations, supply chain management or a related discipline (e.g., Lean, Six Sigma, APICS, or equivalent); able to bring that framework fluency directly to the floor.
Demonstrated multi-site operational fluency — comfortable running sites at very different maturity and performance levels simultaneously, with the presence and adaptability to meet each site where it is while moving it forward.
Proven track record of building structured operations from the ground up or restoring discipline and consistency to under-performing networks — not just maintaining what’s already working.
Deep understanding of CPO as a planning equation — able to model the relationship between fixed labor, volume and headcount to make calculated decisions that keep sites prepared and financially sound through fluctuating demand. (Business & Operational Acumen — Advanced)
Strong scorecard and audit discipline: runs structured improvement cycles (time studies, batch logic, cognitive load reduction) and treats data integrity as a non-negotiable management standard.
Demonstrated ability to develop people, not dependence — a track record of building managers who can run their sites without constant escalation and creating shared accountability across independent lanes. (Talent Development — Advanced)
Energetic, spirited leader with the presence to engage and motivate at every level of the organization — from associates on the floor to senior leadership in the boardroom.
Creative problem-solver who can apply non-obvious solutions to operational challenges while maintaining respect for industry-standard safety and process accuracy fundamentals.
Excellent communicator with the ability to translate complex operational realities into clear direction, influence without authority and hold teams accountable through coaching rather than control. (Stakeholder Management — Advanced)
Proficiency in warehouse management systems (WMS), labor management systems and operational reporting tools; comfortable with data and able to build and interpret performance dashboards.
Willingness and ability to travel regularly to domestic fulfillment sites; proximity to Los Angeles, CA or New Jersey strongly preferred.
Bachelor’s degree in Supply Chain, Operations Management, Business or a related field preferred; equivalent experience considered.

Responsibilities

Lead day-to-day operational performance across GOAT Group’s US and Canada fulfillment sites, maintaining a clear and current picture of each site’s health, maturity level and most pressing priorities.
Manage multiple sites simultaneously at different performance and development stages — balancing competing priorities across locations (e.g., productivity recovery in one site, labor planning in another, supervisor development in a third) without losing sight of network-level outcomes.
Recognize that the same metric at two different sites can represent two entirely different problems — and apply the right diagnostic lens to each rather than a uniform intervention.
Drive consistent implementation of 5S principles, facility organization standards and safety protocols across all domestic sites, getting sites in order as a foundation for everything that follows.
Establish and enforce SOP compliance and training effectiveness standards, treating gaps in adherence as performance signals that require investigation and action — not administrative noise.
Conduct and oversee structured improvement cycles including time studies, batch logic reviews and cognitive load analysis to optimize floor operations and reduce error rates.
Own the domestic fulfillment scorecard — building and maintaining the reporting cadence, audit discipline and site accountability systems that keep performance visible and actionable at every level of the organization.
Translate performance data into concrete floor-level action: identify deficiencies in success scores or operational metrics, develop targeted response plans and drive execution through clear direction and follow-through.
Treat missing or incomplete data as a performance signal — not a neutral event — and hold sites accountable to the discipline of complete, accurate and timely reporting.
Own the CPO equation as a planning and management tool, not just a reporting metric — understanding the relationship between fixed labor, volume and headcount decisions and using that understanding to keep sites financially prepared through seasonal and monthly fluctuations. (Business & Operational Acumen — Advanced)
Hold the line between a volume-driven CPO problem and an execution-driven CPO problem — and communicate that distinction clearly to finance, operations leadership and site managers alike.
Partner with the AVP, Global Operations to design and build GOAT Group’s US site management program — creating the shared standards, development structures and accountability systems that allow Operations Managers to run their sites with confidence and consistency.
Develop Operations Managers into strong, autonomous site leaders — building their capability to diagnose problems, make decisions and drive results independently, rather than creating reliance on escalation. (Talent Development — Advanced)
Create shared accountability frameworks across sites and lanes that would otherwise operate independently, fostering a network-level team culture alongside individual site ownership.
Spark and sustain engagement at both the manager and associate level through visible, energetic leadership presence and a genuine commitment to the people doing the work.
Know the difference between coaching and carrying — investing in long-term capability while maintaining high standards for performance and follow-through.
Serve as the primary operational voice for the domestic fulfillment network in cross-functional discussions with Product, Engineering, Finance and People teams, translating field realities into actionable input for strategic decisions.
Communicate performance trends, site health and improvement priorities clearly to senior leadership, with the credibility and command to influence decisions at the executive level. (Stakeholder Management — Advanced)
Partner with HR and People teams on workforce planning, manager development and associate engagement initiatives that support site performance and retention goals.