Sr. Director of Supply Chain Strategy

Every Man Jack•Mill Valley, CA

7d•$195,000 - $207,000•Hybrid

About The Position

Every Man Jack, a B Corp Certified Company, is a leader in the natural men's grooming space, with a presence across major national retailers like Target, Walmart, Whole Foods, and Amazon. We've experienced significant growth over the past several years and continue to add top talent to our growing roster. Considering a host of recent initiatives, significant retail distribution opportunities, and high growth e-commerce initiatives, there is no shortage of exciting projects for the Every Man Jack team. The Sr. Director of Supply Chain Strategy leads the planning and project management engine of the Operations organization. This leader owns the connection between demand planning, supply planning, and project execution, creating one coordinated rhythm that turns commercial plans into an executable supply signal. This person will also represent Operations on the cross-functional director team that makes calls on new projects + prioritization, SKU rationalization, as well as other decisions to move the business forward. They lead the project management team, setting priorities for the project pipeline, deciding what gets worked on and in what order, reviewing new projects as they come in for risk and feasibility, partnering with the Brand team to align on priorities, and running a stage gate process that moves projects through cleanly and leads to faster decisions, while keeping leadership updated on where things stand. They also drive end-to-end ownership of the demand planning process and bring supply planning to a stable, predictable rhythm, building a true S&OP cadence that connects the two. They will serve as the clear link between what sales expects and what supply can actually deliver, catching and resolving gaps between the sales forecast and the supply signal on a regular schedule rather than in a scramble. They will build the team's ability to plan ahead rather than react, taking full advantage of new planning systems as they come online to improve visibility. When supply risks come up, they make sure those get escalated quickly and that every lever gets pulled to protect against out-of-stocks or inventory risk. This is a hands-on leadership role, not a purely strategic one. The right person will flex between coaching team members closely and stepping back to let them own their work, depending on where each team is in its development.

Requirements

10 or more years of progressive experience in supply chain, operations, planning, or a related field, with responsibility of comparable scope and complexity.
Demonstrated leadership across demand planning, supply planning, S&OP or integrated business planning, and cross-functional project or portfolio management.
Experience leading and developing managers and teams, setting goals, delegating ownership, and building capability through change and uncertainty.
A record of influencing senior leaders, building consensus, and resolving complex cross-functional tradeoffs using clear analysis and sound judgment.
Strong business and financial acumen, including the ability to connect service, inventory, capacity, cost, timing, and growth decisions.
Experience implementing or improving planning systems, data governance, reporting, and process automation.
Clear, credible written and verbal communication, including executive recommendations and change leadership.
Candidates must be authorized to work in the United States without sponsorship

Nice To Haves

Experience in consumer products, omnichannel retail, or a similarly complex, high-growth environment is preferred.
Bachelor's degree in supply chain, operations, business, engineering, or a related field is preferred, or equivalent relevant experience.

Responsibilities

Lead, coach, and develop the Project Management, Supply Planning, and Demand Planning teams, building depth and clear ownership within each function.
Identify and remove organizational, process, and system barriers that slow the team down; escalate what cannot be resolved at the team level. Set and communicate priorities so the team always knows what matters most and why.
Ensure each function is equipped with fit-for-purpose process documentation, tools, and reporting rather than manual workarounds.
Build and own a true S&OP process that connects demand planning and supply planning into a single monthly planning rhythm.
Establish and maintain the S&OP calendar, including demand review, supply review, and executive-level reconciliation, with clear inputs, owners, and decision rights at each stage.
Define and govern the numbers the business plans against, ensuring a consistent handoff from commercial forecast to supply signal, and clear visibility into risks and opportunities.
Maintain a tiered escalation structure so gaps between demand and supply are surfaced, quantified, and decided at the right level and on the right timeline.
Lead the project management team through a disciplined stage gate process, with defined entry and exit criteria, deliverables, and gate decisions.
Influence cross-functional decisions on what enters the portfolio, what changes, what pauses, and what stops. Resolve competing priorities through transparent criteria and constructive negotiation.
Provide leadership with an accurate view of portfolio status, capacity, dependencies, and risk, together with recommendations and decisions required.
Improve portfolio throughput and decision quality by identifying systemic causes of delay and implementing durable corrective actions.
Assess current planning and project processes, identify the highest-leverage gaps, and sequence improvements against business impact.
Build standard work, metrics, and cadences that make performance visible and improvement measurable.
Evaluate and implement tools and automation that reduce manual effort and improve planning accuracy and speed.
Use root-cause analysis and cross-functional problem solving to turn recurring issues into durable process, system, or capability improvements.
Lead calmly through pressure and changing conditions, helping teams learn from setbacks, adapt plans, and maintain focus on the most important outcomes.
Collaborate across Technical Services, Co-Manufacturing, Logistics, and Customer Service functions to advance operational priorities, fostering transparent communication and alignment throughout the organization
Serve as the primary Operations representative in cross-functional forums owning how the Operations team is represented and ensuring commitments made in that forum are grounded in real capacity and lead times.
Influence company strategy by bringing forward supply chain insights, risks, opportunities, and operating scenarios that shape growth choices and resource allocation.
Partner with VP of Operations in ownership of operational strategy to ensure short and long term objectives are being met.