Senior Director, Sales & Operations Planning (S&OP)

QXO•Greenwich, CT

2d•Onsite

About The Position

QXO is hiring a Senior Director of Sales & Operations Planning (S&OP) to own the company’s monthly S&OP process end to end and lead its expansion across the business. Reporting to the Vice President, Sales & Operations Planning, this role is based in person in Greenwich, Connecticut, and will build the cadence leadership uses to make decisions on demand, inventory, and supply. The role will extend S&OP across QXO’s legacy companies Beacon, TopBuild, and Kodiak, adapting a proven S&OP/SIOP/IBP approach to businesses with different systems, product structures, and operating models. The Senior Director will design and roll out a standard, calendar-driven process, run it monthly, and continually improve it. This includes setting the future-state cycle and roadmap; establishing category and vendor hierarchies; leading demand, supply, and executive reviews; integrating the consensus demand plan with FP&A and financial outlooks; and defining standard materials, metrics, and KPIs. Partnering with Technology and data teams, the role will act as the business owner for QXO’s S&OP infrastructure, including requirements, metric definitions, business rules, and acceptance. The goal is a governed, shared view of demand, supply, inventory, financials, decisions, and actions that supports all forums and combines planning-system, ERP, and FP&A data. The role will lead expansion into future acquisitions, establish a maturity framework, extend the planning horizon to 18–24 months, use automation and AI to improve preparation and insight, and lead change management and continuous improvement. The Senior Director will influence Division Presidents and teams across Procurement, Operations, FP&A, Demand Planning, Supply Planning, and Replenishment without direct line authority. They will prepare and present executive-level materials for COO and CEO audiences and help leaders resolve trade-offs among service, margin, and working capital. The position requires approximately 25% travel across QXO businesses and regions.

Requirements

Bachelor’s degree in Supply Chain Management, Business, Engineering, Economics, or a related field.
At least 10 years of progressive experience in S&OP/IBP, demand or supply planning, supply chain strategy, or management consulting for the Senior Director level.
Hands-on experience running a monthly S&OP/SIOP/IBP process, including preparing and facilitating the executive review.
Strong financial acumen, including P&L, gross margin, inventory, and working capital, and experience working with FP&A on forecasts and the Annual Operating Plan.
Experience acting as the business lead with technology and data teams to build dashboards, reporting, or planning tools.
Proficiency in Power BI or Tableau.
Strong analytical skills with large, complex data sets and advanced Excel skills.
Familiarity with advanced planning systems such as Blue Yonder, Kinaxis, SAP IBP, or equivalent, and with ERPs.
Ability to facilitate leadership meetings, structure discussions around decisions, and build alignment without direct authority.
Ability to design and scale standard, calendar-driven processes and work in a fast-paced environment shaped by growth and acquisitions.
Clear, concise written and verbal communication.
Willingness to travel approximately 25% across QXO’s businesses and regions.

Nice To Haves

MBA preferred.
Experience designing or redesigning an S&OP/SIOP/IBP process.
Experience running S&OP across a portfolio of businesses in different segments or extending it to newly acquired businesses.
Industrial or manufacturing S&OP/SIOP experience.
Prior experience at a retailer or distributor.
Exposure to cloud data platforms such as Databricks or Snowflake.
Experience with Oracle ERP.

Responsibilities

Design QXO’s future-state S&OP cycle, including forums, cadence, standard agendas, decision rights, and attendees, without increasing total meeting time for each business.
Own the S&OP roadmap, including segment phasing, people/process/technology prerequisites, and rollout playbooks.
Establish the official category and vendor hierarchy for the S&OP cycle, aligned to the enterprise product hierarchy, and ensure consistent supporting data across demand, supply, and executive forums.
Own and facilitate the monthly S&OP cycle, including demand reviews, supply reviews, executive reviews, calendars, data inputs, pre-reads, and follow-up.
Keep executive reviews focused on decisions about expected sales, inventory, purchasing needs, gaps, risks, and cross-functional issues, using scenarios where useful.
Integrate S&OP with FP&A, reconcile the consensus demand plan with the financial outlook, surface gaps early, and establish the demand plan as a volume input to forecasts, the budget, and the Annual Operating Plan.
Track decisions and actions through closure and measure the process by the decisions and outcomes it drives.
Define standard views, metrics, supporting data, agendas, and KPIs for each forum and segment, including forecast accuracy and bias, inventory days on hand, and availability.
Tie forum views to planning-system outputs for demand and supply reconciliation, and coach segment leaders, data owners, and presenters.
Partner with Technology to build QXO’s S&OP data infrastructure and visualization tools; own business requirements, metric definitions, business rules, and acceptance.
Deliver and drive adoption of a single pane of glass for S&OP, integrating governed planning-system, ERP, and FP&A data across segments and acquired businesses.
Lead S&OP expansion across Beacon, TopBuild, Kodiak, and future acquisitions, building segment-level and bottom-up processes where they add value and producing a consistent total-company view.
Roll out an S&OP maturity framework, assess forums, and close process gaps.
Extend the planning horizon to a rolling 18–24 months and include scenarios for price increases, forward buys, supply constraints, and new-branch growth.
Use automation and AI tools to improve data preparation and insight in partnership with Demand Planning and Planning Transformation.
Lead change management for new or redesigned processes and transition continuous-improvement ownership to segment and forum owners as they mature.
Partner with Division Presidents and teams across Procurement, Operations, FP&A, Demand Planning, Supply Planning, and Replenishment to build alignment and resolve trade-offs.
Prepare and present clear, executive-level materials for COO and CEO audiences.
Build S&OP capability across the business without direct line authority.
Travel approximately 25% across QXO’s businesses and regions.