Job Description Summary

The Executive, Operations Director & Aftermarket Leader is responsible for enterprise wide productivity, inventory performance, and S&OP governance to strengthen the connection between demand, operational execution, and financial outcomes. The role serves as the enterprise integrator across Operations, Engineering, Sourcing, Finance, and Product Management and is accountable for operating systems that improve forecast quality, inventory health, customer responsiveness, margins, and aftermarket growth.

Job Description

Role Summary

The Executive, Operations Director & Aftermarket Leader is responsible for enterprise‑wide productivity, inventory performance, and S&OP governance to strengthen the connection between demand, operational execution, and financial outcomes. The role serves as the enterprise integrator across Operations, Engineering, Sourcing, Finance, and Product Management and is accountable for operating systems that improve forecast quality, inventory health, customer responsiveness, margins, and aftermarket growth.

Key Responsibilities

1. Enterprise Productivity Leadership

• Lead the enterprise productivity strategy across Electric Power business.
• Deliver annual productivity targets across product cost, labor efficiency, overhead/SG&A, and inventory productivity.
• Establish standardized governance for identifying, prioritizing, validating, and tracking productivity initiatives.
• Partner with Finance to quantify and validate savings through transparent reporting.
• Drive accountability with operational and functional leaders for meeting productivity and margin commitments.

2. Inventory Strategy & Performance (Black Dot Owner)

• Serve as the enterprise black dot owner for Inventory KPIs, including target setting, performance management, and structural improvement.
• Lead the enterprise inventory strategy to balance service levels, delivery, margin, and working capital.
• Improve inventory turns and inventory health through parameter optimization, lead‑time reduction, and portfolio simplification.
• Lead structured problem solving on systemic shortages, past‑due conditions, and inventory imbalances, partnering across Electric Power.

3. S&OP Process Excellence

• Own the enterprise Sales, Inventory & Operations Planning (S&OP) process.
• Standardize S&OP cadence, inputs/outputs, KPI reviews, and decision rights across business units.
• Lead the Demand planning function, ensuring consistent review cycles, statistical forecasting, and business integration.  Business Units retain full ownership of P&L, demand signals, and customer relationships; this role establishes the frameworks, governance, and operational rigor that enable predictable delivery, strong customer outcomes, and continuous improvement.
• Improve forecast accuracy, demand visibility, forecast consumption discipline, and alignment to market intelligence.
• Facilitate executive alignment across the business, delivering operational capacity, inventory strategy, and financial commitments.

4. Materials Planning & Execution

• Lead the enterprise materials planning organization across manufacturing and distribution.
• Establish standard work for inventory planning, replenishment, safety stock strategy, material scheduling, supplier collaboration, and shortage management.

•Ensure material availability to support production, Aftermarket, and NPI, aligned with production plans and capacity.

•Improve schedule attainment, production continuity, and supplier readiness, implementing consistent escalation and recovery processes for supply disruptions.

5. Aftermarket Growth Strategy & Operating Model

• Own the aftermarket growth strategy and execution roadmap, targeting significant revenue and margin growth over a multi year horizon.

•Partner across the business to identify and execute growth opportunities in aftermarket, spare parts, repairs, and lifecycle service offerings.

•Improve aftermarket availability, responsiveness, fill rate, lead time, and customer experience.

•Build KPI management and operating rhythms focused on aftermarket revenue growth, margin, service levels, and forecast accuracy.

6. Operating System & Leadership

• Build operating rhythms that drive accountability, visibility, and cross‑functional problem solving across productivity, planning, inventory, and aftermarket.
• Establish leader standard work and KPI review cadences for Productivity, Inventory (black dot ownership), Materials Planning, S&OP, and Aftermarket.
• Promote disciplined problem solving, best‑practice sharing, and operational standardization.
• Lead a