Description

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 distributors 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

Requirements

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