Sr. Director, Supply Chain Business Partner — Waterpik

A collective energy and ambition. A place where you can make a real difference. We’re a company that genuinely cares about our people, our products, our consumers and the environment. Our unique, informal culture champions courage, determination and collaboration. Knowing we have an open and supportive team means each of us has the freedom to take responsibility and ownership. We have a shared passion to work hard, innovate and push boundaries.

United by the belief that when we strive for growth, anything is possible. While we might not be the largest company in our industry, we believe we can have the biggest impact because:
Together We Have the Power to Win.

Serve as the single supply‑chain voice and delivery lead for Waterpik, translating commercial priorities and brand plans into clear, executable supply scenarios that protect revenue, deliver OTIF, and enable aggressive time‑to‑market for NPD. This role is the direct contact for the VP of Personal Care and is accountable for activating the right supply‑chain levers (capacity, allocations, material strategies, expedites, CM alignment) across cross‑functional teams to enable commercial success.

The Waterpik category is primarily electronics and devices with complex regulatory requirements. This role is based in Ewing, NJ or China and oversees the global brand and teams in USA and China, with 30-50% travel required.

• Commercial integration & strategic partnership Act as the single Waterpik supply‑chain voice on the Personal Care leadership team. Translate promotions, mix shifts, channel moves and launch plans into supply scenarios with explicit trade‑offs on service, COGS and working capital. Present risks, options and recommended actions to the VP Personal Care and SBU leadership to drive timely, data‑driven decisions.
• Sales & Operations Execution (S&OE) Own the weekly S&OE cadence (0–13 weeks, rolling up to 26), surface risks, frame trade‑offs and approve actions within delegated thresholds (allocations, expedites, substitutions). Publish concise weekly updates to SBU leadership on service, launches, inventory, and risk actions.
• Launch & NPD time‑to‑market acceleration Partner with R&D, Quality, Launch Management, Plant/CM managers and Commercial to enforce gate readiness (BOMs, routings, artwork, qualifications, capacity, materials, data). Drive cross‑functional solutions to compress lead times and shorten launch cycles; prioritize interventions that speed retailer response capability.
• Inventory, capacity & materials governance Maintain a holistic view of capacity and materials across plants and CMs; partner with Planning COE on parameter discipline, phase‑in/out, and E&O reduction. Execute inventory governance to balance service with working‑capital targets and prevent off‑plan pulls.
• Contract manufacturer & supplier performance Own CM performance accountability for PC: service, quality, cost and on‑time delivery. Trigger corrective actions and supplier development when needed. Serve as portfolio gatekeeper for CM capital and capacity decisions, coordinating with Procurement and Finance.
• Customer collaboration & cost‑to‑serve Partner with Sales and Customer Logistics on CPFR and event readiness to land promotions, resets and new items with minimal deductions and optimal cost‑to‑serve. Drive deduction mitigation and freight/cross‑dock improvements.
• Financial & commercial stewardship Drive in‑year gross‑margin and cost‑to‑serve levers; manage expedite and premium freight within guardrails. Track deduction drivers, inventory exposure and working‑capital impact; recommend trade‑offs to protect revenue and margin.
• Governance, communication & continuous improvement Publish clear,…