Sr. Manager, Organizational Effectiveness & Strategy

Sr. Manager, Organizational Effectiveness & Strategy BUILT ON FLAVOR. FUELED BY PEOPLE.

What’s it like to work at Kinder’s? Well, there’s a lot of snacking and geeking out over what we all cooked over the weekend. Beyond that, there’s also plenty of hard work. Because we don’t just like flavor, we’re obsessed with it.

With over 100 products sold nationwide, we’re now a top-five brand in multiple flavor categories at Costco, Walmart, Whole Foods, and more. We’re not your typical CPG company. Privately held and founder-led, we like to think of ourselves as a pirate ship in a sea of cruise ships. Our crew is adventurous and fearless. We chart our own course and chase big ideas to make food unforgettable.

As we expand globally and approach $1 billion in revenue, we need more smart-and-scrappy, flavor-obsessed people to come aboard. If you’re looking for a place where you can see the real impact of your work...
this is it!Every day, you’ll be part of a journey to add flavor to millions of meals and lives.

Kinder’s is growing quickly. As our strategy evolves, our organization must evolve with it. The Senior Manager, Organizational Excellence will partner with senior leadership to design and strengthen how Kinder’s operates; clarifying structure, strengthening decision‑making, embedding leadership systems, and reducing organizational friction.

The Senior Manager will apply and advance the DARE (Design, Align, Run, Evolve) methodology to ensure that our operating model, leadership system, LEAD (Listen, Engage, Adapt, Delegate) and ways of working scale intentionally, not reactively.

This is a high‑impact builder role for someone who sees the organization as a system, not a set of silos, and who can translate strategy into structure, clarity, and execution. The Senior Manager operates as a thought partner to the Senior Leadership Team and a driver of enterprise‑wide change.

Organizational Design & Structure

• Partner with the Senior Leadership Team as strategy evolves to design scalable organizational structures (functions, business units, spans, layers, governance models).
• Clarify roles, responsibilities, and interfaces across teams to reduce duplication and friction.
• Balance tradeoffs between speed, control, cost, and capability as the business grows.
• Evaluate and optimize spans and layers to balance speed, cost, control, and capability as the business grows.
• Anticipate structural implications of growth initiatives (new channels, new categories, geographic expansion).
• Define and implement clear decision‑making frameworks (ownership, forums, escalation paths).
• Reduce bottlenecks and unnecessary approvals across functions.
• Ensure leaders understand where decisions get made and who owns outcomes.
• Establish operating rhythms that improve prioritization, accountability, and execution predictability.
• Ensure operating model clarity scales with complexity.

Leadership System Design (LEAD)

• Partner closely with the CPO and Sr. Director to evolve LEAD into a true enterprise operating system.
• Translate leadership principles into observable behaviors, expectations, and operating practices.
• Design leadership experiences rooted in “learning in the work” — not classroom‑only models.
• Embed leadership development into business cadence, goal setting, and execution rhythms.
• Ensure alignment between leadership expectations and structural design choices.

Organizational Health, Effectiveness & Change Leadership

• Diagnose organizational health using both qualitative and quantitative inputs (span/layers analysis, decision latency, workflow mapping).
• Identify root causes of misalignment, role confusion, or performance drag.
• Design and lead change efforts tied to growth, strategy shifts, or operating model adjustments.
• Support leaders through complex transitions with clarity, structure, and credibility.
• Establish feedback loops to continuously evolve the operating system.

• Reduced leadership confusion as headcount and complexity grow.
• Clearer role boundaries and fewer cross‑functional friction points.
• LEAD embedded into how leaders operate day‑to‑day.
• Senior leaders spending less time resolving…