Vice President of Enterprise Operations & Integration, Wholesale Apparel

Premier Brands Group Holdings•New York, NY

About The Position

Premier Brands Group Holdings, A Global Leader in Apparel, Jewelry and Accessories Design Driven by excellence and innovative talent, Premier Brands Group is a leading, global apparel group of iconic brands, offering a diverse portfolio in denim, women's apparel, and jewelry. Premier Brands Group is comprised of three distinct businesses that create top-tier brands for the discerning consumer. One Jeanswear Group designs and distributes a distinguished portfolio of branded and private label Jeanswear throughout North America. An apparel industry leader for 30+ years, The Kasper Group has remained committed to excellence in offering iconic brands and relevant womenswear designs. The Jewelry Group has a 20+ year legacy of developing, sourcing and selling elevated fashion jewelry pieces, with a design-centric point of view. Our legacy is rooted in our rich portfolio of the most covetable denim, apparel, jewelry and accessories brands in the world. Each respective group is Iconic by Nature and Exceptional by Design. One Jeans Group is entering a new phase of modernization and growth. Legacy strength exists across brands and functions, but the company's operating model is currently siloed, inconsistent, and lacking cross-functional rhythm. To scale effectively, the CEO requires a senior operator who can sit at the center of the business, integrate all functions, and establish a coherent, predictable operating system. The VP of Enterprise Operations & Integration is the connective tissue of the company. This leader does not run functions-they make the functions run together . They are responsible for aligning processes, calendars, goals, and deliverables across R&D, Merchandising, Consumer Insights, Design, Sales, Supply Chain, Finance, Operations, and key external partners. Their mandate is to build the operating rhythm, enforce accountability, and orchestrate cross-functional initiatives so the organization works as one unified system. They are responsible for interdependency alignment, process orchestration, cross-functional accountability, business goal setting and initiative management across the business. This position is not about running functions. It is about making sure all functions operate together , on time, in sync, and with clarity. This is the operational 'glue' of the company. MISSION OF THE ROLE To create a seamless, synchronized operating rhythm across One Jeans Group by establishing clear processes, ensuring accountability across departments, aligning calendars and deliverables, and orchestrating all cross-functional initiatives from concept to consumer, so that the company moves as one integrated, high-performing system.

Requirements

15+ years in enterprise operations, PMO, merchandising operations, product creation operations, strategy execution, or cross-functional program management - ideally within apparel, footwear, consumer goods, or retail.
Experience working in large companies with complex cross-functional processes.
Proven ability to build and run cross-functional project management systems.
Highly analytical, structured thinker
Expert in process design and operational sequencing
Excellent facilitator and communicator
Strong in change management and cross-functional alignment
Skilled at asking hard questions and extracting clarity
Comfortable challenging and coaching senior leaders
Natural “integrator” personality, brings structure where there is chaos
Able to hold teams accountable while preserving strong relationships
Calm, steady, organized, and operationally rigorous
Low-ego, high-ownership
Thrives in ambiguity
Detail-oriented but able to see the big picture
Brave enough to tell what’s not working
Comfortable influence without authority
Strong business intuition and systems thinking

Responsibilities

Enterprise Operating Rhythm & Process Alignment Map, refine, and enforce the end-to-end operating rhythm of the company (budgeting ? planning ? conceptualizing ? development ? commercialization ? retail ? replenishment). Ensure all departments are aligned on timing, expectations, handoffs, and deliverables. Identify process gaps, bottlenecks, redundancies, and inefficiencies, and recommend structural adjustments to the CEO and Executive Team. Maintain and continually refine the 'One Jeans OS': the company's operating system of goal setting, processes, templates, calendars, and checkpoints.
Interdependency Management Across All Functions Sit 'in-between and above the silos' to ensure departments understand how their work connects. Reduce frustration and ambiguity by clarifying: Who owns what When handoffs occur What success looks like Where collaboration is required
Cross-Functional Initiative Orchestration (PMO Function) This role effectively builds and leads a Project Management Office (PMO) for the company. Identify what qualifies as an initiative (multi-functional, unclear ownership) vs. an objective (owned and resourced by one function). For every cross-functional initiative (collaborations, private label projects, new brands, programs, new systems, facility moves, etc.): Facilitate early scoping Identify required stakeholders Define deliverables, ownership, and timelines Ask the hard questions and drive clarity Structure the project plan Track execution Run weekly cadence meetings Report progress and risks to the CEO Run the early phase of new initiatives until they reach maturity, then transition ownership to the appropriate function or, when scale warrants, build sub-teams (e.g., a future Collaborations Team).
Calendar & External Partner Alignment Ensure that One Jeans' internal rhythm aligns with the calendars and constraints of key external partners (Walmart, Kohl's, etc.). Ensure an understanding of the critical windows for line reviews, product submissions, order placements, and milestone approvals and that they are reflected on the master 'One Jeans OS' calendar
Accountability & Execution Tracking Establish a reliable system for tracking commitments across teams. Ensure that 'everyone knows what they own' and follow-through happens. Hold functional leads accountable to timelines, deliverables, and standards of execution. Provide weekly, monthly, and quarterly reporting to the CEO & Executive Team: Status of all initiatives Risks and blockers Cross-functional gaps Processes that need redesign Recommendations for operational improvement
Communication, Facilitation, & Leadership Serve as a cross-functional communication hub for the entire company. Facilitate alignment conversations where teams do not naturally interface. Be a neutral, objective voice with enough authority and empowerment from the CEO to enforce clarity and accountability. Build trust with functional heads while also holding firm to process discipline and operational truth.
Build the Enterprise Integration Team Assess long-term needs as the business scales. Hire, develop, and lead junior project managers or process specialists who can help run the operating system, manage documentation, and support functional workflows.

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