We're on the lookout for individuals who are passionate about fashion, think outside the box, and have an eye for innovation.
Unleash your potential with us, and join us as we create joy and excitement in our global community to empower people to express themselves freely through fashion.
The Head of Sales & Operations is responsible for designing, implementing, and leading Charles & Keith's Global S&OP / Integrated Business Planning process — establishing a recurring, cross-functional operating rhythm that aligns demand planning, merchandise planning, inventory/allocation, production, and logistics against a single shared plan, with clear decision rights, metrics, and escalation paths.
Job Responsibilities
1. Design & Lead the S&OP Operating Rhythm
- Design a monthly (or appropriate cadence) S&OP cycle — demand review, supply review, reconciliation, and executive/leadership review — fit for a fashion retail business with seasonal collections.
- Chair or co-chair a cross-functional forum bringing together Merchandise Planning, Logistics & Distribution, Ecommerce, Production/Sourcing, Finance, and Country/Franchise teams around one shared plan.
- Own the meeting cadence, agenda discipline, pre-read packs, and decision log for the forum.
2. Establish Decision Rights & Governance
- Map how planning decisions are made across HQ, regional/country teams, stores, allocators, and production, and design a clear, documented framework for who owns which decisions.
- Define escalation paths for demand-supply mismatches, allocation conflicts, and capacity constraints.
- Act as the facilitating voice when functions need to align on the plan, without owning any single function's day-to-day execution.
3. Integrate Demand & Supply Planning
- Build a single, reconciled view of demand (by market, channel, and SKU tier — repeat, seasonal-test, long-tail, high-risk fashion) against supply (production capacity, inbound lead times, inventory position).
- Partner with Merchandise Planning and Production/Sourcing to identify where production sequencing, batching, or cadence — alongside logistics — can improve lead time and availability.
- Own the inventory health view across the network — aging, classification accuracy, and working capital implications — in partnership with Finance.
4. Enable the Right Technology, in the Right Sequence
- Partner with IT/Digital and Finance so that planning technology decisions (including any new demand/supply planning platform) are guided by a clearly defined target operating model.
- Represent the planning process perspective in sequencing decisions relative to the SAP S/4HANA migration, ensuring planning requirements are designed into the wider technology roadmap.
- Identify where statistical/ML-based forecasting adds the most value, and where process and governance design matter more than the tool itself.
5. Build the Metrics & Reporting Framework
- Design and implement a KPI framework covering forecast accuracy, fill rate/OOS by cause (forecasting, allocation strategy, or replenishment execution), inventory aging, plan-vs-actual variance, and S&OP process health.
- Produce a recurring leadership reporting pack that gives the Executive Committee one trusted, consistent view of plan performance.
6. Drive Change & Build Capability
- Bring planners, allocators, and country/franchise teams along through the transition to a more integrated, system-informed planning process.
Job Requirements
- Bachelor's Degree in Supply Chain, Business, Engineering, or a related field; APICS/IBF certification (CPIM, CSCP) a plus.
- 10+ years in supply chain, demand/supply planning, or S&OP/IBP roles, with at least 3–5 years leading or building an S&OP process from the ground up.
- Proven experience operating across multiple functions (planning, logistics, finance, commercial) at a senior level, ideally in fashion, retail, or fast-moving consumer goods with seasonal/collection-driven demand.
- Experience partnering with IT/technology teams on planning system selection or ERP transitions
- Track record of designing governance frameworks and decision-rights models across multiple functions or business units.
- Experience with statistical/ML-based forecasting approaches, with sound judgment on where technology adds value versus where process and governance design matter more.
Key Competencies
1. Supply Chain & Planning Fundamentals
- End-to-end supply chain fluency: genuine working knowledge of demand planning, merchandise/inventory planning, allocation and replenishment logic, production/sourcing constraints, and logistics — enough to hold your own with specialists in each area, not just coordinate them.
- Systems thinking: able to see how a decision in one part of the network (e.g. production sequencing, a routing choice, an allocation rule) shows up as a cost, service, or inventory outcome somewhere else.
- Financial and inventory acumen: comfortable with the trade-offs between service level, working capital, and markdown/obsolescence risk, and able to speak that language credibly with Finance.
2. Analytical Mindset
- Data fluency: comfortable working directly with data — building or reviewing models in Excel, querying/interpreting data from planning and ERP systems, and spotting when a number doesn't reconcile before it reaches a leadership pack.
- Rigor with judgment: able to reconcile data from multiple, sometimes conflicting sources into one clear, defensible view of the plan, and to know when a directional estimate is good enough versus when it needs to be precise.
3. Program Leadership & Influence
- Convening authority: able to bring senior stakeholders from different functions into one room and one process, without formal line authority over most of them.
- Structured facilitation and program management: comfortable designing and running a recurring cross-functional forum end-to-end — cadence, agendas, pre-reads, decisions, and follow-through — not just attending one.
- Change leadership: able to bring teams along through a shift in how planning decisions are made, with empathy for existing ways of working.
- Comfortable building from the ground up: this is a first-of-its-kind role at Charles & Keith — the process, governance model, and eventually the team will be built here.
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