Senior Manager, Business Operations

Who We Are

The Farmer’s Dog was born from a mission to change the landscape of pet health, providing dogs and their humans with honest, smart, and simple care. We’re starting by radically improving the $90 billion pet food industry, replacing bags of highly-processed pellets with a personalized subscription service that sends complete and balanced, freshly-made dog food directly to customers’ doors. Our ultimate goal is to create innovative, delightful and personalized experiences across all aspects of pet care, and we believe our direct-to-consumer business model, holistic approach to growth, and dynamic culture uniquely position us to shepherd this backwards industry into the future.

To date, The Farmer’s Dog has delivered over 1 billion meals nationwide and raised over $150M in funding to help us build a company as healthy as the dogs who are eating those meals. Join us as we continue to develop ways of bringing peace of mind to customers, health to their companions, and much-needed change to the way people feed and care for their pets.

#LongLiveDogs

What We Stand For and Where You’ll Come In

As the Senior Manager, Operations Business Management focused on Treats & New Ventures, you’ll play a pivotal role in driving execution of high-priority initiatives tied to the company roadmap. This role combines technical expertise with strong project management discipline to ensure successful commercialization, yield improvement, and process design. You’ll collaborate cross-functionally with Technical Operations, Growth, R&D, and Finance to translate strategic initiatives into operational reality.

This position is ideal for a highly analytical, technically minded, and action-oriented leader who thrives at the intersection of supply chain and innovation. You’ll bring rigor to operational readiness, de-risk launches, and accelerate execution for our most important growth categories. This role reports to the Senior Director of Supply Chain Strategy.

One Team: We don’t think of ourselves as “Acquisition Marketers”, “Engineers”, “Data Analysts”, or “Product Managers”. Beyond denoting skill sets and areas of expertise, we don’t think departments matter. We’d rather align ourselves to the goals we’re working to achieve and make sure we have necessary subject matter expertise to drive meaningful impact. We strive to orient ourselves around customer problems TOGETHER – getting the right people, with the right context, in the right rooms/Zooms to solve problems holistically.

We are skeptical about everything and precious about nothing:  Ideas can and should come from anywhere, and we aren’t tied to our own. We proactively source input. We talk to our customers and leads regularly and are quick to change course if we know there’s a better or more impactful way to solve problems.

We consider the customer journey in all of our decisions:  We know that no interaction exists in a silo and therefore understand how important every single one is.  We ensure our strategy sets prospective and new customers up for success and drives long-term retention.  We answer questions and address problems early and proactively.  We understand the value of different channels, initiatives, and messages and know how to articulate impact and advocate for prioritization holistically.

We Execute For Impact: We don’t subscribe to “best practices” or “industry KPIs”. We’re uninterested in how we compare to “benchmarks”; instead we orient ourselves around being the best we can possibly be. Similarly, we don’t subscribe to rigid or classical expectations of roles – i.e. acquisition is hyper-focused on improving customer retention and experience.

We Are Focused and Work Without Assumption: We are not beholden to ideas. We have goals and believe everything beyond that is a series of hypotheses to validate. To that end, we seek to work in sequence and not in parallel. We constantly ask ourselves, “what’s the most important hypothesis I should be working on right now? How do I confirm or reject that hypothesis as fast as possible?”. We rarely have timelines/deadlines and are constantly taking in new information and adjusting our priorities accordingly. We don’t expect to be perfect the first time.

How You'll Make An Impact

• Lead Treats & New Ventures initiatives end-to-end, ensuring roadmap projects move from concept to commercialization with strong operational readiness.
• Provide technical expertise on operational improvement, process design, and equipment needs while developing and implementing launch readiness tools that adhere to stage gate processes and include post-launch reviews to ensure scalable, efficient, and successful launches.
• Demonstrat