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The Enterprise Operations Strategy Director is a leadership role responsible for shaping, aligning, and driving enterpriselevel operations strategy across Rheem's global manufacturing and supply network. This role exists to ensure Rheem's operations strategy directly enables growth, margin expansion, service performance, and longterm competitive advantage. This leader will work at the intersection of strategy and execution, partnering closely with Operations, Supply Chain, Quality, EHSS, Finance, and Enterprise Strategy to translate strategic intent into clear operating models, prioritized initiatives, and measurable results.

This role reports to the SVP, Strategy & Sustainability and serves as a core member of the extended Operations Leadership Team, with regular engagement with the SVP, Operations and enterprise executives.

This position will serve Rheem North America, located in Atlanta, GA (Onsite).

• Bachelor's degree
  • 5+ years post MBA experience; top tier management consulting experience is a plus
• 10+ years of progressive experience in operations strategy, business operations, or enterprise transformation
• Demonstrated success advising and influencing senior executives on high stakes operational decisions
• Experience operating at enterprise scale in manufacturing and/or complex supply chain environments
• Exceptional ability to structure ambiguous problems, develop a defensible point of view, and drive decisions
• Strong financial and operational modeling skills with the ability to link strategy to economic outcomes
• Proven ability to lead cross functional teams through execution, not just analysis
• Executive level communication skills: clear, concise, and outcome oriented
• High ownership mindset with the confidence to challenge assumptions and status quo
• Comfortable navigating organizational complexity and tension
• Strong collaborator who prioritizes enterprise outcomes over functional optimization
• Resilient, decisive, and grounded in real world operational constraints

As a leader at Rheem, how you achieve results is as important as the results you achieve. While LEADING DEPARTMENTS AND FUNCTIONS, you will be expected to demonstrate the following competencies and behaviors:

• Building Business/Functional Talent
• Building Partnerships
• Coaching
• Compelling Communication
• Creating Influence
• Driving Change
• Driving Execution
• Driving Innovation
• Empowering Others
• Focusing on Customer-First
• Fostering Relationships/ Emotional Intelligence
• Promoting Global Business Growth
• Systematic/Tactical Direction
  #LI-Onsite
  #LI-AT1
  

• Define and evolve Rheem's enterprise operations strategy, ensuring alignment with business strategy, capital priorities, and longterm growth objectives.
• Lead factbased strategic assessments across manufacturing, supply chain, network design, inventory, advanced manufacturing, quality, and EHSS.
• Frame complex, ambiguous problems into clear strategic choices, tradeoffs, and recommendations for executive decisionmaking.
• Lead crossfunctional, enterprisescale initiatives from problem definition through implementation, not just analysis.
• Establish operating models, governance, and performance metrics to ensure strategies are executed and sustained, not shelved.
• Partner with Operations leaders to remove structural, process, and decision bottlenecks that limit performance.
• Serve as a trusted thought partner to senior leadership, providing independent, unbiased perspectives grounded in data, operational realities, and financial impact.
• Develop and present executive and boardlevel materials that drive clear decisions and accountability, not just alignment.
• Influence without authority, while holding teams to enterprise priorities over local optimization.
• Build and oversee robust financial, economic, and scenario models to support business cases, network decisions, and capital investments.
• Define and track enterpriselevel operational KPIs; translate insights into actionable interventions.
• Ensure performance discussions are grounded in facts, tradeoffs, and outcomes, not anecdotes.

WHAT SUCCESS LOOKS LIKE (FIRST 12-18 MONTHS)

• Enterprise operations priorities are clear, sequenced, and resourced
• Senior leaders make faster, higherquality decisions on network, capacity, inventory, and capital
• Strategic initiatives translate into measurable improvements (cost, service, inventory turns, quality, safety)
• Operations leaders view this role as a force multiplier, not a corporate overlay
• Strategy conversations shift from "what should we analyze?" to "what decision are we making?"