SECTION 1 — POSITION OVERVIEW
The Director of Wholesale Operations owns the complete operational lifecycle of the wholesale revenue stream — from production at the PA plant through delivery to all distributors and direct B2B accounts. This is a full-accountability, end-to-end ownership role.
Reports to
CEO
Revenue stream
Wholesale — Distributors and Direct B2B Accounts
Primary location
Chambersburg, PA
Direct reports
PA Plant Manager, WS Delivery Lead, PA Dock Manager, PA Maintenance Manager
P&L accountability
Wholesale Operations P&L (as structure matures)
SECTION 2 — SCOPE OF OWNERSHIP
The following areas are fully owned by this role. Ownership means accountability for results, process, people, and continuous improvement — not just day-to-day management.
Production & Planning
- Production scheduling aligned to wholesale demand and distributor commitments
- Coordination of plant capacity and priority for wholesale orders
- Raw material and packaging readiness for wholesale SKUs
- Quality standards from production through shipment
- Production forecasting for wholesale stream
Packing & Fulfillment
- Pack-out scheduling and labor coordination
- Order accuracy and pick/pack processes
- Inventory management for wholesale-ready product
- Damage, shrink, and waste reduction
Delivery & Logistics
- On-time delivery to all distributors and direct B2B accounts
- Carrier and logistics coordination for wholesale routes
- Delivery exception management — shorts, substitutions, mis-picks
- Route efficiency and cost per case delivered
Customer Relationships — Operational
- Day-to-day operational relationships with distributor and B2B contacts
- Order confirmation, lead time communication, and change management
- Proactive communication on supply issues before they become customer issues
- Customer complaint resolution — owned at this level, not escalated
People & Team
- Regular 1:1s with all direct reports — structured, with a written agenda
- Clear performance expectations set and documented for each direct report
- Coaching, development, and accountability for the wholesale ops team
- Culture — tone, energy, and environment within the wholesale operation
Decision Rights
Yours to make without escalation:
- Production scheduling and sequence for wholesale orders
- Labor assignments within wholesale operations
- Order prioritization when capacity is constrained
- Operational process changes within your team
- Repair, parts, supplies authorization up to $5K
- Coaching and performance management of your direct reports
- Personnel decisions – Hiring and terminations
Require leadership alignment before acting:
- New customer commitments or volume guarantees
- Pricing, credit, or commercial terms changes
- Capital expenditure or new vendor onboarding
- Personnel decisions — compensation changes
SECTION 3 — BEHAVIORAL EXPECTATIONS
These expectations define HOW this role is performed. They are non-negotiable and will be evaluated alongside KPI results. Strong numbers achieved through poor practices, repeated escalations, or cultural damage will not constitute success.
Expectation:
Own problems, don’t pass them
What It Means:
When an issue arises, your first move is to contain it and solve it. You bring leadership a summary of what happened and what you did — not a request to intervene.
What Success Looks Like:
Issues resolved at your level. Escalations are rare and appropriate.
Expectation:
Build processes, not workarounds
What It Means:
When something fails repeatedly, diagnose the root cause and build a documented process that prevents recurrence. Workarounds keep things running — processes fix them.
What Success Looks Like:
2–3 documented process improvements per quarter.
Expectation:
Communicate proactively
What It Means:
Customers and leadership hear about problems from you before they discover them. Early, honest communication — even with bad news — is a core expectation.
What Success Looks Like:
No surprises. Issues surfaced early with a plan attached.
Expectation:
Develop your team
What It Means:
You are accountable for the performance of your team, not just your own. Coach, document expectations, and address performance gaps directly.
What Success Looks Like:
Your direct reports are growing. Performance issues are managed, not routed up.
Expectation:
Close the loop
What It Means:
When assigned a task or deadline, it gets done. If timelines change, you communicate before the deadline — not after.
What Success Looks Like:
Commitments honored consistently.
Expectation:
Set a positive tone
What It Means:
The energy and culture you bring to the operation is contagious. People should feel supported and challenged by you — not managed around.
What Success Looks Like:
Team feedback reflects a director who is present, direct, and supportive.
Experience Preferred Requirements:
- 8-10 years of People Leadership experience
- 2-3 years of manufacturing experience
Pay: $80,000.00 - $100,000.00 per year
Benefits:
- 401(k)
- 401(k) matching
- Dental insurance
- Employee discount
- Flexible spending account
- Health insurance
- Health savings account
- Life insurance
- Paid time off
- Vision insurance
Work Location: In person
