1. Operations Excellence Strategy 

• Develop and lead Group-wide Operations Excellence roadmap in alignment with the COO’s strategic priorities. Gather insights, address ad hoc and industry- or company-specific issues and emergencies, and escalate matters to the COO when needed. 

• Establish and govern a common operating model across portfolio companies, including best practices, standards, and KPIs. Lead its rollout, drive continuous improvement as needed, and manage the required approval process. 

• Lead the design and implementation of Lean, Six Sigma, and continuous improvement programs, fostering a culture of operational discipline, accountability, and performance transparency. 

2. Supply Chain Optimization 

• Assess and optimize end-to-end supply chain operations across portfolio companies including procurement, logistics, inventory management, and planning processes to reduce costs, shorten lead times, and mitigate operational risks. 

• Establish cross-portfolio synergies and leverage economies of scale through strategic sourcing, supplier relationship management, vendor rationalization, and standardized operating practices. 

• Implement robust demand planning and Sales & Operations Planning (S&OP) frameworks while strengthening supply chain resilience through dual-sourcing strategies, business continuity planning, and proactive risk management initiatives. Valmore COO Operations Excellence Director Sr. Buyer 2 3. ERP Operational Implementation 

• Lead and oversee ERP implementation, upgrade, and optimization initiatives across portfolio companies, establishing governance standards for data integrity, process standardization, system configuration, and operational excellence. 

• Partners with IT and business stakeholders to align ERP capabilities with business requirements, while evaluating and integrating additional platforms such as SAP and Microsoft Dynamics where they enhance operational efficiency and strategic value. 

• Drive user adoption and change management programs to maximize system utilization, ensure seamless transformation, and realize the full business value of ERP investments. 

4. Strategy & Performance Reporting 

• Design and maintain a Group-wide operational performance dashboard that provides the COO and Board with real-time visibility into key metrics, strategic initiatives, risks, and value creation outcomes. 

• Establish robust performance management frameworks, including root-cause analysis methodologies and corrective action processes, to identify operational gaps and drive continuous improvement across the portfolio.

• Monitor program execution and regularly report to the COO on progress, key risks, mitigation actions, and value realization against strategic objectives. 

5. Stakeholder Engagement & Capability Building 

• Act as a trusted advisor to portfolio company leadership teams, providing guidance to improve operational performance and deliver strategic objectives. 

• Advocate and develop the Group’s Operations Excellence capability through coaching, training, succession planning, and talent pipeline development, while monitoring the performance and professional growth of direct reports. 

• Promote collaboration across the portfolio by facilitating knowledge sharing, transferring best practices, and representing the Group in relevant industry and benchmarking forums.