Operations Manager

Location

Exton, PA. On‑site, Monday through Friday, 8:00 AM to 5:00 PM Eastern.

FSW Group President / CEO

Office Operations Lead, Warehouse Manager, Order Processing team, Customer Service team, Application Engineers, HR Manager

$70,000 to $90,000 base, plus an annual performance bonus of up to 6% of base. The bonus is tied to operational KPIs in your areas. Compensation can be higher based on experience and value to be provided to the company.

FSW Group is the parent of two businesses:
Welsford Co. and Valve Man. We're a family‑owned distributor of valves and instrumentation, third generation, going on 60+ years. We serve industrial, sanitary, and high‑purity markets. Most of our team works out of our Exton office. We also have a meaningful group of people working remotely and overseas, and they're a real part of how the company runs.

A lot of our industry has been gobbled up by private equity, but we are proudly a 3rd generation family owned and building this for the 4th generation. That changes how we make decisions. We make them for the long run, not for next quarter's number.

• Integrity (Do what's right. Do what you say.)
• Ambition (Continually level up.)
• Supportive (Win together. Grow together.)
• Entrepreneurial Spirit (See it. Solve it. Own it.)

If we had to pick the one that matters most for this role, it's Entrepreneurial Spirit
. We're looking for someone who sees a problem and brings a solution. Who owns the outcome instead of just checking a box. Who can hold high standards for themselves and the team without losing the family‑first feel that makes this place what it is.

The Operations Manager runs the day‑to‑day operations of FSW Group and makes them better over time. This isn't a desk job. We need someone who can write a process improvement plan in the morning and help a team member work through a tough customer issue in the afternoon.

It's a build‑and‑fix role. You hold a strategic vision for how the company can run better, and you're also the person people come to when something is broken. We're a small business. Everyone wears multiple hats, including this one. We work as a team and support each other to improve and grow. You earn trust by being there, listening well, and following through.

You won't do the team's work for them. You'll coach them, push them, and back them up when they need it.

If the idea of building something that lasts inside a company already 60 years in sounds like the kind of thing you want, keep reading.

Eight areas, listed roughly in order of how much weight each one carries.

1. Strategic Operations & Process Improvement. Design the workflows that take FSW Group from where it is to where it needs to be. Drive operational efficiency, continuous improvement, and cost reduction. Own the quality assurance program. Make sure the organization runs well by working closely with the CEO. When data is wrong, get to the bottom of it: figure out what's off, propose a fix, and drive it through with the team.

Build the operational process improvement budget alongside the CEO.

2. People Leadership & Culture. Lead and grow your direct reports. Some are in Exton, some are remote, and some are overseas. Recruit, interview, and hire fully for your operational team. For other key hires across the FSW Group, you do the final interview to make sure the cultural fit is right and nothing's off. Attend annual performance reviews across the group to give tactical feedback.

(The HR Manager runs the system; you bring the substance.) Live the values daily. Build a culture where high expectations and family‑first care can both be true at the same time.

3. Strategic Projects & Technology Implementation. When a priority project is identified, especially one where technology, automation, or AI is the lever, you own getting it done. You won't do the technical work yourself. You'll lean on IT specialist, divisional leaders, and process specialists for that. But you're on the hook for whether the project succeeds. The CEO sets the IT roadmap.

You coordinate execution with the CEO, divisional leaders, and the IT…