Director, Business Transformation

Description

Lyons Magnus leads the food industry with creativity and innovation, crafting top-quality products across all manufacturing phases, from raw materials to marketing. With over 2,000 diverse items for industrial ingredient and food service sectors, Lyons caters to leading restaurant chains nationally and internationally. At Lyons, our diverse and talented staff is the heart of our organization. We foster a thriving work environment where employees are engaged in shaping both the company's and their own future.

The Director, Business Transformation is a key leadership role responsible for driving enterprise-wide operational improvement, continuous improvement, M&A integration, and value-creation initiatives across Lyons Magnus. Reporting to the Chief Transformation Officer, this position will work directly with Operations, Supply Chain, Finance, Commercial, Technology, and other functional leaders to identify performance opportunities, diagnose root causes, redesign processes, and lead implementation of improvements that deliver measurable financial and operational results.

This is a hands-on operational transformation role, not primarily a PMO or project-management position. The successful candidate must bring demonstrated experience leading continuous improvement and operational performance initiatives in a manufacturing environment, with a track record of delivering measurable improvements in productivity, labor, yield, throughput, cost, service, inventory, and/or working capital. The Director must be comfortable moving between the plant floor, functional business processes, financial analysis, and executive-level communication.

Pay Range
: $140,000–$175,000 + Bonus

Hours: 8:00am–5:00pm

Schedule
:
Monday–Friday

Location
:
Fresno, CA

Travel Requirements: 50%

Work environment available
:
In Office

• Lead operational and continuous improvement initiatives across Lyons Magnus manufacturing, supply chain, warehousing, and other business operations.
• Conduct hands-on assessments of manufacturing and business processes to identify bottlenecks, waste, capacity constraints, process variation, and other sources of operational inefficiency.
• Apply Lean, Six Sigma, Kaizen, root-cause analysis, value-stream mapping, standard work, and other continuous improvement methodologies to improve business performance.
• Develop fact-based business cases that translate operational opportunities into financial value.
• Establish appropriate operating metrics and management routines to ensure improvements are sustained after implementation.
• Build continuous improvement capabilities within operating teams rather than relying solely on centralized transformation resources.
• Challenge existing processes and ways of working while partnering effectively with operational teams to implement practical, sustainable solutions.
• Partner directly with plant and operational leadership to improve:

• - Labor productivity
• - Line efficiency and OEE
• - Throughput and capacity utilization
• - Yield, scrap, and material loss
• - Changeover and downtime
• - Quality and right-first-time performance
• - Inventory and working capital
• - Warehousing and distribution productivity
• - Customer service and OTIF performance

• Partner with executive and functional leadership to define, prioritize, and execute the company's transformation and value-creation roadmap.
• Translate strategic priorities and operational opportunities into clearly defined initiatives with measurable objectives, milestones, ownership, resource requirements, and expected financial benefits.
• Evaluate and prioritize opportunities based on financial impact, operational feasibility, strategic…