Commercialization Manager

Our mission is clear: to be North America’s premier packaging solutions provider, simplifying client operations with innovative, technology-driven solutions. We are fueled by the values instilled by Nick Novy, aiming to not just meet but exceed industry benchmarks. Our purpose is to empower our customers with smarter business decisions through our expertise.

Korpack stands for more than just speed. Our F.A.S.T methodology – Fearless, Adaptable, Simplistic, and Technology-driven – is a testament to our approach toward complex challenges. We’re not afraid to dive deep and tackle the toughest packaging puzzles with agility and clarity, all while harnessing the power of technology.

In the heart of Korpack, there’s a culture that thrives on agility, innovation, and relentless pursuit of excellence. We’re not your typical packaging company. Our start-up spirit combined with our industry experience makes us uniquely dynamic. We embrace challenges, turning them into opportunities to innovate and grow. Our team, akin to a close-knit family, is dedicated to achieving success for our clients.

We believe in building relationships based on trust, integrity, and mutual respect.

Department: Commercial Operations |
Reports To: Director of Commercial Operations & Strategy |
Classification: Full-Time / Exempt

About the Role

The Commercialization Manager owns Korpack's new product introduction engine. From the moment a deal is won to the moment a program is stable and ready for handoff, this role is responsible for everything in between — the scope, the execution, the people, and the outcome.

This is not a coordination role. It is an execution leadership role. The Commercialization Manager ensures that every NPI program is properly scoped before it is priced, run correctly the first time, and transitioned cleanly to Customer Success when it's ready — not before. They lead a team of Developmental Project Managers and a Project Coordinator, and they are accountable for how that team performs.

Success here looks like first runs that go as planned, handoffs that Customer Success is proud to receive, and a commercialization function that the rest of the business can rely on to deliver without surprises.

What You Own

NPI Execution — Start to Stable

You own the full NPI lifecycle from post-award scoping through first-run execution and stabilization. Every program that enters your function needs to exit it in a state that Customer Success can own with confidence. You define what "ready" looks like, you hold your team to that standard, and you approve every transition out of your function personally.

Before any program gets launched, it needs to be properly scoped. That is your responsibility. You ensure that all assumptions are complete, all timelines are realistic, and all execution requirements are understood. Incomplete or optimistic scopes that create downstream problems start here — and you prevent them.

You directly manage the Developmental Project Manager team and the Project Coordinator. You set the standard for how projects are run, hold your team accountable for executing to that standard, and actively develop their ability to think like operators — not just coordinators. Your team's performance is your performance.

Launch & First-Run Success

You own what happens on the floor during first runs. That means being close enough to the work to know when something is at risk, intervening before problems become failures, and ensuring that every launch has what it needs to succeed. Rework, delays, and surprises during NPI are the metrics that tell you how well your function is working.

Handoff Quality to Customer Success

A clean handoff is not optional — it is the final deliverable of every program your team runs. Customer Success receives complete documentation, a stable execution model, and a clear picture of scope and parameters. Anything less is not a finished program. You own that standard and you enforce it before any transition is approved.

Cross-Functional Execution Alignment

Your team sits at the intersection of Sales Ops, Purchasing,…