Head of Operations

Delivery and Build Quality Own production of all product lines, and the outcome: every vehicle built correctly, on time, every time, with world-class quality. Ensure every station, including pre-assembly, finishes on time every day, across every product line. Enforce that no defect passes its process and no vehicle moves to the next station with an open action. No defect is left open in iAuditor at the end of the day. Ensure the nonconformance process is followed every day, and that rework is coordinated, completed correctly and on time, and logged. Ensure vehicle shipments are scheduled to the day and every vehicle ships on time. Partner with Quality, Engineering and Program Management on new product launches, including the Fastback. Build quality into the process. Partner with Quality and Engineering to set clear acceptance criteria and checkpoints at every station, so no vehicle reaches final inspection with a defect and reliance on final inspection falls. Planning and Scheduling Own the master build schedule, and adherence to it. Own all manpower planning: headcount, staffing and allocation by station, line and department, ahead of demand. Ensure every department under you is compliant with company policy and expectations. Leadership, Talent and Succession Coach the coaches. Develop production managers, supervisors and group leads into leaders who drive accountability through their own teams. Set clear authority and measurable expectations at every level, so decisions and problems are handled at the right level, not escalated by default. Get the right people on the bus, the wrong people off the bus, and the right people in the right seats, across production, warehouse and procurement. Identify talent, internally and externally, and partner with People and Culture on recruiting as the company scales. Build a succession plan for every key operations role, so the organization never depends on one person. Create leverage through people: set extremely high expectations and build a team that meets them without you in the room. Accountability and Operating System Own who owns what by when. Every operational priority, problem and commitment has a defined outcome, one accountable owner and a firm due date, and is tracked to verified completion. Maintain a clear, reliable view of priorities, owners, due dates and progress. Intervene early when results are at risk, and drive recovery plans to completion. Lead the operational transformation. Assess current performance, identify the constraints limiting results, and execute a prioritized improvement plan with measurable outcomes and firm milestones. Assess the existing operating systems, decide where they need to improve, and build the plan to level them up. Establish the processes and systems that create a safe, efficient, high-quality work environment, and make sure they are followed every single day. Serve as an expert-level problem solver at every level, from a single station to the whole operation. Find root causes, implement corrective actions, verify they worked , and build the lessons into processes and training so problems are solved permanently. Set the daily operating cadence: team lead reports reviewed daily, issues acted on and escalated properly, and drift caught in hours, not weeks. Ensure every employee is trained to their tasks and follows company SOPs and work instructions. Safety, 5S and Continuous Improvement Own plant safety. PPE and safety standards are followed every day, without exception. Own organization and 5S: standards set, enforced and personally audited; every station has the tools it needs and only what it needs. Drive continuous improvement, efficiency and scalability across every station. Improve flow: remove bottlenecks, balance workloads across stations, improve how material is presented at the station, and eliminate wasted effort. Own vehicle protection standards and on-task discipline across the floor. Warehouse, Inventory Storage and Procurement O…

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