Senior Operations Manager, Fulfillment

Grove ships plastic- and carbon-neutral orders to millions of households, and every one of those orders starts on a floor like the one at our Reno Fulfillment Center. We're looking for a Senior Operations Manager who owns that floor end to end — inbound, outbound, every shift — and who measures their own success by how little the building needs them once their leaders are built right.

This is a role for someone who's done the 200-person floor before and knows the difference between a building that runs and a building that's held together by one person's presence.

Safety isn't a line item here, it's the floor everything else stands on. You'll own incident rates and audit compliance the same way you own throughput — because a building that's fast but unsafe isn't actually running well, it's running on borrowed time. Once that's solid, you own the labor budget and the cost-per-unit targets that make or break the building's numbers, and you own developing three supervisors into leaders who can run their shifts without you standing behind them.

The honest version: this isn't a role where you fix problems yourself. It's a role where you build the systems and the people so problems stop reaching you. If you like being the hero who saves the shift, this will frustrate you. If you like watching a supervisor make the call you would have made — and get it right — this is the job.

• →Own building safety performance — incident rates, near-miss reporting, audit compliance — as the foundation everything else is built on, not an afterthought to throughput.
• →Own the labor budget, labor cost targets, and cost-per-unit performance, and manage OT and labor spend against plan.
• →Develop your Inbound and Outbound Supervisors into leaders who can run their shifts without you in the building.
• →Find the systemic issue behind the recurring problem, and fix that instead of firefighting the same thing every week.
• →Hold the floor steady through peak volume and disruption, instead of white-knuckling through it.
• →Partner with Safety, Quality, Loss Prevention, Finance, and People so the building's numbers and its culture move in the same direction.

You've run a floor with 100+ hourly associates and you know the difference between a shift that runs because of good systems and one that runs because you happened to be standing there. Safety isn't a compliance box for you — it's the first number you look at, every day, before throughput. You've owned a labor budget and cost-per-unit targets before, not just watched someone else own them. You can walk the floor, spot the systemic issue underneath the symptom, and fix the actual problem instead of the one in front of you. And you've built supervisors into real leaders before — not just managed them, built them — because that's the only way a building gets better without you carrying it.

Every order Grove promises a customer — plastic-neutral, carbon-neutral, on time — gets kept or broken on the floor this role owns. As Grove scales its fulfillment operations, this role is what keeps that promise dependable at 100+ associates and growing, instead of dependent on any one person's heroics.