Director of Operations Job Description Template

Use this guide to write a high-converting Director of Operations job description. It includes a copy/paste template, KPI frameworks, salary ranges, and an interview scorecard.

It balances clarity, compliance, and outcome-first hiring for SMBs and mid-market teams. Clear, outcomes-based postings attract more qualified applicants and reduce time-to-hire. Results improve further when paired with transparent pay ranges and defined KPIs.

Quick Definition: What Does a Director of Operations Do?

A Director of Operations (DoO) leads day-to-day operations and executes the company’s operating strategy. They turn goals into measurable results across people, process, and systems.

They own process improvement, quality, compliance, capacity and supply planning, and operating metrics. They also collaborate with Finance, Sales, and IT to improve gross margin, service levels, and efficiency.

In practice, this means converting strategy into plans, running cadences, and removing bottlenecks so teams hit targets.

Typical day-to-day:

Translate strategy into an operating plan and KPIs
Run S&OP and capacity planning; balance demand and supply
Standardize processes; implement Lean/Six Sigma initiatives
Manage vendor performance, inventory, and cost-to-serve
Lead cross-functional reviews with Finance, Sales, and IT
Monitor dashboards and course-correct to hit targets

Copy/Paste Director of Operations Job Description Template

Use this copy/paste template as your starting point, then tailor it with the step-by-step guide below. Replace bracketed items and add your unique outcomes, tools, and compliance needs for accuracy.

Role Summary

We are hiring a Director of Operations to lead our operating plan, processes, and systems. The goal is to deliver on-time, cost-effective, and compliant outcomes.

This role owns operational strategy execution, continuous improvement, and KPI performance. You will partner closely with Finance, Sales, and IT to improve service, quality, and margin. Success looks like measurable gains in delivery, quality, and cost-to-serve, backed by strong cross-functional alignment.

Key Responsibilities (Bullet List)

Translate company strategy into annual operating plans, budgets, and KPIs
Lead S&OP, capacity, and resource planning to align demand and supply
Standardize and optimize core processes using Lean/Six Sigma
Own quality management and regulatory compliance across operations
Drive cost, service, and efficiency improvements to hit P&L targets
Implement and optimize ERP/MRP/WMS/QMS workflows and reporting
Manage procurement, vendor performance, and inventory health
Establish dashboards; review KPIs/OKRs and lead weekly/monthly ops cadences
Build, mentor, and scale a high-performing operations team
Partner with Sales, Customer Success, and Product to improve CX and throughput
Lead risk management, business continuity, and safety programs
Oversee multi-site operations and facilities where applicable

Required Qualifications and Experience

8–12+ years in operations, including 4–6 years leading managers and cross-functional programs
Bachelor’s in Business, Operations, Engineering, Supply Chain, or related field; MBA/MEM a plus
Proven success owning KPIs (e.g., OEE, on-time delivery, NRR, cost-to-serve) and driving measurable improvement
Experience implementing or upgrading ERP/MRP/WMS/QMS and BI dashboards
Regulated industry experience (e.g., ISO, HIPAA, FDA/USDA, GMP) where relevant
Certifications preferred: Lean Six Sigma Green/Black Belt, PMP, APICS/ASCM (CPIM/CSCP)

Skills and Competencies

Strategic operator: converts goals into processes, capacity, and measurable outcomes
Technical fluency: S&OP, Lean/Six Sigma, ERP/MRP/WMS, QMS, BI/analytics
Leadership: change management, stakeholder alignment, coaching and performance management
Data-driven: builds dashboards, interrogates metrics, and makes evidence-based decisions
Communication: clear executive updates; crisp SOPs and playbooks; vendor negotiation

Reporting, Location, and Compensation Language

Reporting: This role reports to the COO (or CEO at smaller firms) and leads Operations, with dotted-line collaboration across Finance, Sales, and IT.
Location: [City/Hybrid/Remote]. Travel up to [10–25%] for sites/vendors.
Compensation: The base salary range for this role is [$X–$Y], plus a target bonus of [10–20%] and equity eligibility where applicable. Actual compensation is based on job-related factors including skills, experience, and location.
Benefits: Comprehensive health, dental, vision; 401(k) with match; paid time off; parental leave; professional development.
Pay transparency: We include a good-faith range to comply with applicable pay transparency laws (e.g., CA/CO/NYC/WA).
EEO: We are an equal opportunity employer and value diversity. We consider all qualified applicants without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, or veteran status. If you require a reasonable accommodation, please let us know.

Responsibilities: What This Role Owns vs Influences

Clarifying what your Director of Operations owns versus influences prevents scope creep and misaligned expectations. Use the bullets below as a RACI prompt for a 100–500 employee company.

This shared language helps candidates self-assess. It also ensures interviewers evaluate the same decision rights.

Owns: Operations Strategy, P&L Levers, Process Improvement, Quality, Compliance

Operating plan and KPI framework; cadences to track results
S&OP, capacity planning, and staffing plans; utilization targets
Process standardization and continuous improvement via Lean/Six Sigma
Quality management (QMS), supplier quality, and nonconformance reduction
Regulatory and safety compliance (e.g., ISO, OSHA, HIPAA, FDA/USDA/GMP)
Inventory policy, cycle counts, and working capital targets
Procurement strategy, supplier performance, and contract SLAs
ERP/MRP/WMS workflows; data quality and reporting for operations
Risk management, business continuity, and incident response playbooks

Influences: Sales Ops, Supply Chain, Customer Experience, IT/Automation

Sales operations forecasting and order promising (influence)
Product lifecycle and change control with Product/Engineering (consulted)
Customer experience metrics (CSAT, NPS, SLA) with CX leaders (shared)
IT/Automation roadmap, integrations, and data governance (consulted)
Budgeting with Finance; pricing and profitability analytics (informed)
Facilities, EHS, and security programs (shared, per company stage)

Skills and Qualifications (Director-Level)

Director-level scope requires systems thinking, credible leadership, and tool fluency beyond manager-level task execution. The best candidates show measurable turnarounds and multi-site scaling.

Look for evidence of governance that sustains gains, not just short-term fixes.

Technical: Lean/Six Sigma, S&OP, ERP/MRP/WMS, QMS, BI/Analytics

S&OP and demand/supply balancing; capacity modeling and labor planning
Lean/Six Sigma tools (VSM, Kaizen, 5S, DMAIC); root cause and A3s
ERP/MRP/WMS configuration and adoption; inventory and order flows
QMS and document control; CAPA and audit readiness
BI dashboards (e.g., Power BI/Tableau); SQL literacy preferred
Compliance systems: ISO 9001/13485, HIPAA controls, FDA/USDA, SOX-lite

Leadership: Change Management, Stakeholder Alignment, Coaching

Leads change with clarity, builds coalitions, and manages resistance
Facilitates cross-functional cadences with crisp metrics and decisions
Develops managers; sets goals, coaches, and holds teams accountable
Communicates trade-offs to executives with scenario-based recommendations

Reporting Lines and Org Structure (With RACI Guidance)

Structure the role for impact by defining who the DoO reports to, their span of control, and decision rights. Pair it with a simple RACI for top workflows.

Clear reporting removes friction, accelerates decisions, and keeps KPIs owned.

Common Models: Reporting to COO vs CEO; Span of Control by Company Size

SMB (50–150): DoO often reports to the CEO; hands-on with procurement, facilities, and customer operations; manages 2–4 managers.
Mid-market (150–750): DoO reports to the COO; leads multi-site operations with managers over production/fulfillment, quality, and planning; owns S&OP.
Enterprise (750+): DoO reports to VP Ops/COO; oversees regional/site leaders, program management, and center-of-excellence teams.
RACI tip: Make the DoO “Accountable” for operating plan, S&OP, QMS, and ERP workflows. “Responsible” parties are functional managers; Finance, Sales, and IT are “Consulted” or “Informed” as appropriate.

Decision Rights: What Approvals the DoO Holds

Budget: Opex within approved plan; capex up to $X with COO/Finance approval above
Headcount: Approves replacements; net-new roles with CFO/COO sign-off
Vendors: Selects and renews preferred suppliers within policy; escalations with Legal/Finance
Policies: Approves SOPs/Work Instructions; co-approves quality and safety policies with Compliance

KPIs and OKRs to Measure Success

Anchor the role to measurable outcomes. Set 3–5 annual OKRs and 6–10 core KPIs tracked weekly or monthly.

Then review variances with clear actions. Make targets visible on dashboards and tie bonuses to a subset for focus.

Manufacturing: OEE, Scrap, On-Time Delivery, Safety Incidents

OEE (overall equipment effectiveness)
First-pass yield and scrap/rework rate
On-time in-full (OTIF) delivery
Cycle time and queue time reduction
Inventory turns and days of supply
Cost per unit and throughput rate
Safety: TRIR/LTIR and near-miss tracking
Supplier on-time delivery and defect rate

SaaS/Tech: Gross Margin, NRR, Deployment Cycle Time, Ticket Backlog

Gross margin and cost of service per customer
Net revenue retention (NRR) and logo retention
Time-to-deploy/implement and backlog burn-down
Incident MTTR and SLA attainment
Capacity utilization and productivity per FTE
Support ticket backlog and deflection rate
Infrastructure cost per active customer

Logistics/Retail: Fill Rate, Order Cycle Time, Perfect Order, Cost-to-Serve

Order fill rate and perfect order percentage
Order cycle time and dock-to-stock time
Pick/pack accuracy and return rate
Cost-to-serve by channel and product
On-time delivery and carrier performance
Inventory accuracy and shrink

Industry and Company-Size Variations (Editable Snippets)

Tailor your operations director job description to your sector and stage. Weave in compliance, customer, and scale realities for relevancy and search visibility.

This improves candidate fit and boosts search results for niche requirements.

Healthcare and Regulated Industries (HIPAA, FDA/USDA, ISO, GMP)

Emphasize QMS leadership, audit readiness, and CAPA management
Require experience with HIPAA privacy/security or FDA/USDA/ISO/GxP
Add validation, document control, and lot traceability responsibilities
KPIs: deviation closure time, audit findings, right-first-time, complaint rate

Nonprofit and Education (Stakeholder Alignment, Grant/Program Ops)

Focus on program operations, grant compliance, and budget stewardship
Stakeholder coordination across campuses, partners, or community orgs
KPIs: program delivery timelines, utilization, restricted fund compliance, satisfaction

Startup/SMB vs Mid-Market vs Enterprise Scope

Startup/SMB: hands-on builder; process creation, vendor standing-up, data hygiene
Mid-market: scale and standardize across sites; systemization and cost leverage
Enterprise: governance, centers of excellence, advanced analytics, multi-region harmonization

Tools and Tech Stack the Director of Operations Should Know

The right hire bridges operating strategy to systems. Expect fluency in core platforms and the judgment to right-size automation.

Aim for candidates who can configure workflows, drive adoption, and uphold data quality.

Core Systems: ERP/MRP/WMS, QMS, TMS/WCS, BI/Analytics

ERP/MRP for order-to-cash, procure-to-pay, and planning
WMS/TMS/WCS for warehouse, transportation, and material flow
QMS for quality plans, audits, CAPA, and document control
EDI and eCommerce integrations for order flow and vendor compliance
BI/analytics for KPI dashboards, cohort and margin analysis, and forecasting

Automation/AI: Workflow, RPA, Forecasting, Scheduling

Workflow orchestration and BPM to reduce manual handoffs
RPA for repetitive tasks (e.g., PO creation, invoice matching)
AI-driven demand forecasting and staffing/scheduling optimization
Predictive maintenance and anomaly detection on equipment or service
Governance: data quality, change control, and model monitoring to avoid drift

Salary and Total Compensation (With Pay Transparency Language)

Set transparent, market-based ranges and explain the mix. This improves candidate trust and supports pay transparency compliance.

Add a brief methodology note in postings. It shows rigor and sets expectations on updates.

Ranges by Company Size, Industry, and Region (Methodology Note)

SMB (50–150 employees): $110,000–$160,000 base
Mid-market (150–750): $140,000–$200,000 base
Enterprise (750+): $170,000–$230,000+ base
Industry factors: regulated manufacturing, healthcare, and supply chain–intensive roles often price higher; nonprofits and education lower
Geography: add ~10–25% for high-cost metros (e.g., SF Bay Area, NYC, Boston); subtract ~5–15% in lower-cost regions

Methodology: Triangulated from U.S. BLS data for General and Operations Managers, plus reputable compensation sources (e.g., Radford, Mercer, Payscale) and 2023–2025 postings. Use current comp surveys to fine-tune for your market.

Bonus, Equity, and Benefits Mix

Bonus: 10–25% of base, tied to company and operational KPIs
Equity: 0–0.2% typical for venture-backed SMB/mid-market director-level; cash-heavy in mature firms
Benefits: health/vision/dental, 401(k) with match, PTO, parental leave, education/pro dev stipend, wellness benefits, and flexible/hybrid work
Pay-transparency language: Include a good-faith range, factors considered (skills, experience, location), and timing of range updates

How to Customize This Job Description (Step-by-Step)

Start with outcomes, not tasks. Then trim to the vital few responsibilities and inclusive requirements.

This approach keeps the role senior, focused, and attractive to high-caliber candidates.

Define Outcomes First: 3–5 Annual OKRs

Manufacturing example: Improve OEE from 63% to 75%; reduce scrap by 30%; raise OTIF to 96%
SaaS example: Lift gross margin +4 pts; cut implementation cycle time 25%; achieve 98% SLA attainment
Logistics example: Reduce cost-to-serve by 8%; improve perfect order to 97%; cut order cycle time by 20%

Set baselines, targets, and owners, then cascade initiatives.

Select 8–12 Responsibilities That Ladder to Outcomes

Keep the list senior by focusing on strategy execution, systems, and cross-functional levers. If a duty does not move an OKR, remove it or delegate to manager-level roles.

This editing step prevents bloat and clarifies expectations in interviews.

Tune Qualifications to Must-Have vs Nice-to-Have; Inclusive Language

Must-have: years and type of experience, KPI ownership, core systems, regulatory exposure
Nice-to-have: advanced degree, specific certifications, exact industry niche
Inclusive wording: focus on skills and outcomes; avoid unnecessary credential creep; add accommodation and EEO language; use “you will” vs gendered terms

Interview Questions and Scorecard (Aligned to KPIs)

Assess for impact, systems fluency, leadership, and compliance. Ask for evidence, not hypotheticals.

Calibrate interviewers upfront and use anchored ratings to minimize bias.

Behavioral and Technical Questions

Tell us about a time you improved a core KPI (e.g., OEE, NRR, OTIF). What was the baseline, target, and result?
How do you run S&OP? Walk through cadence, inputs, and decision rights.
Describe an ERP/WMS/QMS implementation you led. What process changes and adoption tactics worked?
Share a root-cause analysis you facilitated. Which tools did you use, and what sustained the gains?
How do you balance cost-to-serve with customer experience?
In a 100–500 employee company, what do you own vs influence—and how do you align peers?

Scorecard: Impact, Systems, Leadership, Compliance

Impact: history of KPI lifts with quantified results and sustained control plans
Systems: ERP/MRP/WMS/QMS and BI depth; data-driven decision-making
Leadership: builds managers, runs cadences, drives change with stakeholders
Compliance: QMS/ISO/HIPAA/FDA where relevant; audit readiness and CAPA

Use a consistent 1–5 scale with anchored examples; calibrate interviewers pre-brief.

30–60–90 Day Plan for a New Director of Operations

Set clear milestones that move from diagnosis to pilots to scale. Time-bound goals help new leaders earn quick wins while building durable systems.

First 30: Diagnose and Stabilize

Listen and learn: stakeholder interviews, gemba walks, process mapping
Baseline KPIs; validate data quality and dashboard accuracy
Stabilize top pain points (e.g., a backlog, stockouts, missed SLAs)
Publish a 90-day plan with risks, dependencies, and quick wins

60: Prioritize and Pilot Improvements

Finalize OKRs and resource plan; align with Finance and Sales
Pilot 2–3 high-ROI improvements (e.g., scheduling, pick accuracy, cycle time)
Lock an S&OP cadence and governance; resolve decision-rights gaps
Draft SOPs/playbooks and training for new workflows

90: Scale and Institutionalize

Scale proven pilots; implement control charts and tiered daily management
Launch dashboards and weekly/monthly business reviews
Approve the year’s capex/automation roadmap and vendor plans
Hand off to managers with clear ownership and audit routines

When to Hire vs Promote vs Fractional Director of Operations

Choose the resourcing model that fits your stage, budget, and urgency. If you’re stretched by firefighting, missed SLAs, or stalled system upgrades, you’re not alone.

Many teams outgrow informal processes before they realize it.

Signals You’re Ready to Hire

Rapid growth or complexity is straining service, quality, or margin
Founders/COO are buried in operations fire-fighting
You need S&OP, ERP/QMS upgrades, or multi-site standardization
KPIs lack ownership, cadence, or credible improvement plans

Fractional/Interim Option Pros and Cons

Pros: cost-effective, senior expertise fast, objective assessment, bridge to full-time
Cons: limited bandwidth, requires strong internal managers, knowledge transfer risk

Use for 3–9 months to stabilize KPIs, design cadences, and hire/build the permanent team.

FAQs

Who does the Director of Operations report to?

Most commonly the COO. At smaller firms without a COO, the DoO reports to the CEO or General Manager.

In enterprises, the DoO may report to a VP of Operations with dotted lines to Finance or Regional leadership to align P&L and compliance. Align reporting and dotted lines to your planning and review cadences to reduce rework.

Director of Operations vs COO vs General Manager

Director of Operations: executes operating strategy; owns processes, systems, and KPI delivery; leads managers
COO: sets operating strategy, culture, and org design; broader P&L and enterprise scope
General Manager: runs a business unit/site P&L end-to-end, including revenue; the DoO may support the GM or be the BU operations lead

What certifications matter (Lean, PMP, APICS, ISO)?

Valued credentials include Lean Six Sigma (Green/Black Belt), PMP for program delivery, and APICS/ASCM CPIM or CSCP for planning. In regulated sectors, ISO lead auditor or industry-specific compliance training (HIPAA, FDA/USDA, GMP) signal readiness.

Treat certifications as proxies for skills—not gatekeepers.

US vs UK terminology: Director of Operations vs Operations Director

In the US, “Director of Operations” is standard. In the UK, “Operations Director” is the common equivalent and may imply board-level responsibilities depending on the company.

Align the title to local conventions and governance. Clarify decision rights in the posting to avoid title inflation or mismatch.

Related Job Descriptions

Chief Operating Officer (COO)
General Manager (GM)
Operations Manager
Plant Manager
Supply Chain Manager
Program/Project Management Director
Quality Director (QMS/Regulatory)
Warehouse/Logistics Director