Director, Greenfield Operations & Branch Performance

Description

Director, Greenfield Operations & Branch Performance

Reports To: Chief Operating Officer (COO)

Who We Are

Fencing Supply Group (FSG) is the leading North American distributor of fencing products, serving professional contractors across residential, commercial, industrial, and infrastructure markets. Through national scale and strong local execution, FSG partners with customers to deliver reliable service, product availability, and growth solutions across more than 70 branches nationwide.

Branch expansion is a critical part of FSG's growth strategy. As FSG continues to expand its national footprint through greenfield development and targeted branch improvement, disciplined launch execution, capital readiness, and branch ramp-up are essential to delivering strong returns and sustainable performance.

Why This Role Matters

The Director, Greenfield Operations & Branch Performance is responsible for leading the operational planning, launch, and ramp-up of new greenfield branch locations. As a secondary focus, this leader supports targeted intervention for underperforming branches where additional operational leadership, project discipline, or recovery execution is needed.

Success in this role directly impacts:

• •Successful launch and ramp-up of greenfield locations
• •Capital investment effectiveness, facility readiness, and project ROI
• •New branch speed-to-productivity and path-to-profitability
• •Targeted improvement of underperforming branches
• •Cross-functional launch coordination across Operations, Sales, Supply Chain, Finance, HR, and IT
• •Clear visibility into launch milestones, operational risks, and performance outcomes

Position Summary

The Director, Greenfield Operations & Branch Performance serves as a strategic and hands-on operational leader responsible for greenfield branch development, new location readiness, launch execution, and post-opening performance ramp-up.

This role leads cross-functional planning and execution for new branch openings, including facility readiness, staffing coordination, operating cadence, inventory readiness, system readiness, and transition to regional operating leadership. The role does not own the enterprise standards or process-setting work led by the Service Excellence team; instead, it ensures those standards are applied effectively during launches and targeted branch recovery efforts.

As a secondary responsibility, the Director partners with the COO, Regional Sr. Vice Presidents, Regional Service Directors, and functional leaders to support underperforming branches that require focused execution support, leadership reinforcement, or project-based recovery plans.

What Success Looks Like

• •Successful greenfield openings delivered on time, on budget, and ready to operate
• •Accelerated ramp-up of new locations against revenue, service, staffing, inventory, and productivity expectations
• •Construction Management with buildout and remodel
• •Strong ROI and disciplined execution on branch-related capital investments
• •Clear launch playbooks, milestones, owners, and post-opening performance review routines
• •Targeted performance improvement in selected underperforming branches
• •Strong alignment between corporate functions, regional leadership, and branch teams during launch and recovery work
• •Sustainable handoff of new and recovered locations to regional operating leadership

Key Responsibilities

1. Greenfield Development & Launch Execution

• •Lead operational planning and execution for new greenfield branch openings and major facility startups.
• •Build and manage launch plans, milestone trackers, readiness checklists, and implementation timelines.
• •Coordinate cross-functional activities required to open new locations, including facility readiness, staffing, systems, inventory, fleet, safety, customer readiness, and go-live support.
• •Partner with the COO and executive leadership to ensure launch priorities, resource needs, risks, and decision points are clear.
• •Own post-opening ramp-up routines to drive speed-to-productivity and early performance stability.

2. New Branch Ramp-Up & Path-to-Profitability

• •Establish performance visibility for new branch locations from pre-opening through stabilization.
• •Monitor ramp-up metrics, including revenue development, service readiness, inventory position, staffing levels, customer activation, and operating productivity.
• •Identify early performance gaps and coordinate rapid corrective actions with regional and functional leaders.
• •Ensure new branches transition from launch mode to sustainable regional operating ownership.
• •Create repeatable launch and ramp-up learnings that improve future greenfield execution.

3. Capital Deployment & Facility Readiness

• •Partner with executive leadership, Finance, Operations, and facilities stakeholders on capital planning for new branches and major branch projects.
• •Support evaluation, prioritization, and execution of branch-related capital investments.
• •Ensure capital projects are aligned to growth objectives, operational requirements, and expected returns.
• •Monitor project timelines, budgets, readiness risks, and ROI achievement.
• •Provide leadership visibility into capital project status, tradeoffs, and decisions required.

4. Targeted Underperforming Branch Intervention

• •As a secondary focus, support selected underperforming branches that require focused recovery execution.
• •Partner with Regional Sr. Vice Presidents and Regional Service Directors to diagnose execution gaps and define practical recovery actions.
• •Reinforce accountability, operating cadence, and follow-through when branches need hands-on support.
• •Coordinate functional resources needed to resolve barriers related to staffing, inventory, systems, facility constraints, or execution discipline.
• •Ensure recovery work is targeted, time-bound, and transitioned back to regional leadership once stabilized.

5. Cross-Functional Launch Leadership

• •Partner with Operations, Sales, Supply Chain, Finance, HR, IT, Pricing, Safety, and Marketing to execute greenfield openings and branch recovery priorities.
• •Clarify owners, timelines, decision points, and dependencies across workstreams.
• •Escalate risks quickly and drive resolution of issues that could delay launch readiness or performance ramp-up.
• •Ensure branch launch and recovery activities support both service and commercial objectives.

6. Performance Management & Executive Reporting

• •Own launch dashboards, readiness reporting, post-opening performance tracking, and executive updates for greenfield locations.
• •Analyze trends in ramp-up performance, productivity, service readiness, staffing, inventory, and capital effectiveness.
• •Provide clear recommendations, risks, and corrective actions to the COO and senior leadership.
• •Use data to identify when additional support is needed and when locations are ready for steady-state ownership.

7. Team Leadership & Capability Development

• •Lead, coach, and develop managers and directors supporting greenfield launches, branch productivity initiatives, and targeted recovery efforts.
• •Set clear expectations for project discipline, execution pace, communication, and accountability.
• •Build repeatable implementation capability that can scale as FSG continues to grow.
• •Develop talent and succession depth within branch implementation and operational project leadership roles.

Requirements

Qualifications & ExperienceRequired

• •Bachelor's degree in Business, Operations, Supply Chain, Engineering, or related field.
• •10+ years of progressive leadership experience in multi-site operations, industrial distribution, branch operations, logistics, manufacturing, or related industries.
• •Proven success leading greenfield openings, facility startups, branch launches, network expansion, or large-scale operational implementation initiatives.
• •Construction Management experience with buildout and remodel
• •Demonstrated experience leading managers and di