Director, Operations Learning & Development

ShipMonk•Louisville, KY

3d•Onsite

About The Position

As a member of the Operations Excellence organization, this role focuses on building capability across our fulfillment operations: both how quickly and confidently new hires reach full expected performance, and how well our supervisors and operations leaders are equipped to develop the teams they lead. With a scope spanning all ShipMonk fulfillment centers, this leader will develop and continuously improve the training programs, certification standards, leadership development, and coaching practices that help associates build skill faster and help leaders sustain strong performance over time.

Requirements

Bachelor's degree in supply chain management, industrial engineering, education, organizational development, or a related field.
Minimum of 8 years of experience in e-commerce fulfillment operations, operational training/learning ownership, or process optimization, including at least 3 years leading teams or network-wide programs.
Demonstrated track record of measurably improving ramp speed, productivity, or time-to-competency for a frontline hourly workforce.
Proven experience building frontline leadership capability, including designing and delivering supervisor or manager development programs in an operations environment.
Deep understanding of learning curve dynamics, skill acquisition, and how adult learners build manual and cognitive proficiency in a production environment.
Excellent analytical and problem-solving abilities with a detail-oriented mindset, and the ability to turn performance data into actionable insight using tools such as MS Excel, Google Sheets, Tableau, etc.
Strong communication and interpersonal skills, with the ability to influence across departments and levels, from the floor to the executive team, and to drive results through local partners you don't directly manage.
Strong understanding of operational training best practices, leadership development best practices, and how to sustain a performance-based culture.
Ability to travel up to 30%.

Responsibilities

Own the ramp: Own network-wide time-to-rate for all hourly FC roles: define the ramp curve standard for each activity type, measure actual performance against it, and drive continuous reduction in days-to-full-rate.
Design and own the new hire experience from hour one through rate attainment, including pre-boarding, day-one orientation, hands-on skill training, certification, and structured post-certification progression.
Build the ramp measurement system in partnership with analytics: cohort-based ramp curves by site, activity, shift, trainer, and supervisor, with clear visibility into who produces the fastest-ramping associates.
Diagnose ramp drag at the root cause (curriculum gaps, trainer capability, supervisor coaching quality, staffing sequencing, equipment or systems access) and drive corrective action through local operations leadership.
Reduce early-tenure attrition by making the first 30 to 90 days a competence-building experience rather than a sink-or-swim one.
Build the training system: Serve as the network owner for all hourly-employee training content, materials, standard work, and delivery methods, including SOPs, visual aids, digital learning, and hands-on practice design.
Build and develop the FC trainer and ambassador network: selection criteria, train-the-trainer certification, ongoing calibration, and accountability for trainee ramp outcomes.
Own skill certification and multi-skilling standards across activity types, enabling faster cross-training and greater labor flexibility.
Standardize what should be standard across the network while allowing local operations the flexibility they need to execute.
Develop supervisors and operations leadership: Own the training and development curriculum for FC supervisors, leads, and operations managers, the people who own ramp on the floor. Supervisor capability is one of the largest levers on how fast a new hire gets to rate, and building it is core to this role.
Build and own supervisor onboarding and certification: how to train, how to observe and give feedback, how to read rate and quality data, how to run a shift, and how to hold a performance conversation.
Own the new-leader onboarding path for salaried operations hires and internal promotions, including the hourly-to-supervisor transition.
Equip operations leadership with the coaching mechanisms, standard work, and cadence to sustain performance after training ends, including how to use productivity and coaching data in daily practice.
Training and adherence for change: Own the training and re-training required to make new processes, features, and system changes stick, including building the learning content, certifying the network, and verifying adherence after go-live.
Partner with the broader change-management and process-excellence teams: they own the change; this role owns whether the floor and its leaders are trained on it and performing to it.
Establish re-training triggers tied to performance data, so rate or quality degradation drives targeted intervention rather than blanket retraining.
Lead and influence: Partner with local operations leadership, HR, and central supply chain teams to drive best-in-class learning results through and with local partners.
Build and lead a team of learning and development professionals, and develop the capability of site-level training resources.
Report ramp and leadership-capability performance to senior leadership with a clear line from training investment to operational and cost outcomes.