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• Oversee the international business as a true general manager, with ownership over strategy, operating rhythm, and financial performance.
• Partner closely with Managing Directors and functional leaders to align priorities, remove friction, and build trust across regions.
• Drive organizational and operational changes required to improve profitability, efficiency, and scalability.
• Get into the weeds when needed while maintaining a high-level view of the business and long-term objectives.
• Influence across silos to ensure teams are working toward shared goals rather than competing priorities.
• Act as a service-oriented leader, enabling teams and leaders to perform at their best.

• 8–15 years of experience leading or operating within complex, cross-functional international organizations.
• Experience running a business, category, or P&L (ideally ~$20M+), with accountability for outcomes.
• Background as a Category Leader, Brand Manager, General Manager, or similar role within a large organization.
• Strong ability to build credibility and buy-in with senior stakeholders across functions and regions.
• Comfort operating without a large direct team (expected team size of ~2–3 people).
• Exceptional soft skills, including communication, influence, and conflict navigation.
• Ability to drive change and deliver results in environments with ambiguity, silos, and competing priorities.

• Establishes trust and alignment across international leadership and functional teams.
• Successfully restructures the international operating model to accelerate growth while materially improving profitability.
• Brings clarity, cohesion, and momentum to a historically siloed environment.
• Acts as a bridge-builder who enables collaboration rather than creating friction within a matrixed, multi-regional organization.
• Demonstrates ownership of the business, not just the organization.

• This role represents a senior leadership opportunity with visibility across the executive team and a clear path for expanded scope over time. We are open and transparent about long-term succession planning, and this role is designed to evolve as the business grows and matures.

• First 30 days:
• The VP of International will focus on listening, learning, and relationship-building. This includes developing a deep understanding of the current international operating model, financial performance, and regional dynamics, as well as the historical context that has shaped existing silos and trust gaps. Success in this phase looks like building credibility with Managing Directors and key functional leaders, demonstrating a service-oriented leadership style, and forming a clear, fact-based view of where the business is performing well and where alignment and execution are breaking down.

• First 60 days:
• By 60 days, the VP of International will begin translating insights into action. This phase is focused on establishing a clear operating rhythm, aligning stakeholders around shared priorities, and starting to bridge gaps between regions and functions. The leader will work closely with senior leadership to identify structural, operational, and financial levers that can materially improve profitability and efficiency, while continuing to build trust through transparency, follow-through, and thoughtful decision-making. Early wins may include clearer accountability, improved communication, and progress toward reducing friction across teams.

• First 90 days:
• At 90 days, the VP of International will present and begin executing a cohesive plan to evolve the international business. This plan will address profitability targets, organizational structure, and collaboration across regions, with a clear path toward making the business meaningfully more efficient and scalable. Success at this stage looks like strong buy-in from Managing Directors and executive leadership, early signs of improved financial performance, and a noticeable shift toward greater trust, alignment, and momentum across the international organization.

• You will work with the Managing Directors from each company and will be supervised by the Chief International Officer. This team is data driven and results oriented. You will collaborate regularly with members of your team to implement actionable solutions. Ideas and input are encouraged from all members.

• Initial phone interview with Pattern’s talent acquisition team.
• Video interview with a hiring manager.
• Onsite interview with a panel of department leaders.
• Professional reference checks.
• Executive review.
• Offer.

• Discuss professional accomplishments with specific data to quantify examples.
• Provide insights on how you can add value and be the best addition to the team.
• Focus on mentioning how you would be partner obsessed at Pattern.
• Share experience on any side projects related to data and analytics.

• Game Changers- A game changer is someone who looks at problems with an open mind and shares new ideas with team members, regularly reassesses existing plans and attaches a realistic timeline to goals, makes profitable, productive, and innovative contributions, and actively pursues improvements to Pattern’s processes and outcomes.
• Data Fanatics- A data fanatic is someone who recognizes problems and seeks to understand them through data, draws unbiased conclusions based on data that lead to actionable solutions, and continues to track the effects of the solutions using data.
• Partner Obsessed- An individual who is partner obsessed clearly explains the status of projects to partners and relies on constructive feedback, actively listens to partner’s expectations, and delivers results that exceed them, prioritizes the needs of your partners, and takes the time to create a personable experience for those interacting with Pattern.
• Team of Doers- Someone who is a part of a team of doers uplifts team members and recognizes their specific contributions, takes initiative to help in any circumstance, actively contributes to supporting improvements, and holds themselves accountable to the team as well as to partners.

We may use artificial intelligence (AI) tools to support parts of the hiring process, such as reviewing applications, analyzing resumes, or assessing responses and identifying potential inconsistencies or verification signals in application materials based on available information. These tools assist our recruitment team but do not replace human judgment. Final hiring decisions are ultimately made by humans. If you would like more information about how your data is processed, please contact us.