After more than two decades of building regulatory approvals and a global customer base, this growing industrial products company is accelerating. Revenue has nearly doubled in recent years, new product lines are launching, and a certified repair services division has significantly increased the company's addressable market. Backed by a long-term investment partner, the company specializes in the development, certification, and supply of highly regulated replacement components used in critical equipment, competing by delivering cost-effective, high-quality alternatives with reliable lead times.

The company needs an executive leader to own the full function: procurement, planning, vendor management, quality, assembly, and fulfillment, and to build the systems and team that take the business from $10M to $100M. You would report directly to the CEO, partner closely with technical and commercial leadership, and operate under a profit-sharing structure where your compensation scales with what you build.

The company has the product, customers, and capital in place. The focus now is building the operational infrastructure to support the next phase of growth.

What You'll Own
You'll lead the full operations function in a lean organization where the operating environment is complex, with many concurrent projects requiring coordination across suppliers, internal teams, and customer timelines. Part of the role is building both the systems and the team while staying close to the work.

From day one, that includes:

• Parts planning, end to end: Owning the quarterly SIOP cycle, running weekly production meetings, and building the assembly and piece-part tracking that drives procurement and vendor outreach.
• Vendor relationships as a strategic asset: Building and managing direct relationships with the company's most critical vendors. Owning quoting, long-term agreement negotiations, and vendor performance reviews. Maintaining gross margins at or above current levels while developing backup sourcing for critical components.
• OTIF delivery performance: Establishing a baseline during the first 90 days and driving measurable improvement within the first year.
• Process documentation for multi-site readiness: Documenting core operational workflows (procurement, receiving, quality inspection, assembly, shipping) in enough detail to support replication at a planned second facility. This documentation also serves as the foundation for future ERP business requirements.
• Inventory efficiency: Reducing carrying costs while maintaining service levels, with consistent monthly tracking of the inventory-to-sales-revenue ratio and steady improvement over time.
• Repair services expansion: Stabilizing parts operations and expanding into overseeing repair services as the team grows from two to six or more. Hiring, training, and developing operations staff across technician, coordinator, and quality inspector roles.
• Operational playbook for scale: Building the management layer needed to support the company's growth and positioning the operations function for multi-site deployment as the new facility comes online.

What We're Looking For
You’ve led operations in an industrial manufacturing environment, with ownership across procurement, planning, inventory, quality, and fulfillment. You’ve done it in a small or mid-sized company, working across functions and managing true tradeoffs. You understand the supply chain end to end and have been responsible for margins. You’re comfortable in complexity and used to building structure where it doesn’t exist yet.

Beyond that, we’re looking for someone who operates like this:

• Analytical discipline You gather data before acting, identify what information is missing, and resist shortcuts in decision-making.
• Clear communication You adjust delivery for the audience (boardroom vs. shop floor) without losing directness, and you over-communicate status, particularly during the trust-building period.
• Ownership You see a problem, name it, and move toward resolution without waiting to be told. You treat company objectives as personal objectives.
• Discernment: You know when to push the pace and when to slow down, gather more information, and make the right call rather than the fast one.
• Strong relationships: You build genuine relationships across functions and with external vendors, and you collaborate without being consensus-dependent.
• Long-term mindset You're motivated by career building and compounding impact over years, and you see this as the kind of role where what you build in year one creates the foundation for what the company becomes in year five.
• Fact-based candor You lead with data, ask clarifying questions, and push back constructively when you see a different path.
• Low ego, high ownership You're comfortable taking direction from a CEO who is deeply involved in the details while contributing your own perspective. You treat constant, short-cycle communication as a feature of small-company life.

Why This Matters
With new products, service lines, and facilities, the priority is putting the right systems and team in place to support the next stage of growth.

If you move too slowly, growth stalls. If you move too fast, you build a process that won't survive the next phase. The right person for this role knows the difference.

Interested? Email your resume to destinay@10thsttalent.com