At Outhire, we believe in revolutionizing the hiring process to make it more equitable and enjoyable for everyone involved. Our innovative approach puts candidates front and center, offering in-depth looks at open positions, personalized advice, and interview preparation. But we don't stop there - our Visual Resume feature ensures that hiring managers see the complete picture of who you are and what you bring to the table while eliminating biases you may face with traditional hiring practices. With Outhire, you can trust that we'll work tirelessly to match you with the role that truly fits your skills, experience, and aspirations. Join us in our mission to create a better hiring experience.TITLEHead of Business Operations, Audiovisual & Live EventsSALARY RANGE$145,000 - $175,000CASH BONUSPerformance-based bonus tied to operational and financial targetsTHE PERKSLOCATIONNorth York, ONTHE OFFICEPermanently In-OfficeTEAM SIZEAround a dozen peopleTHE ROLEA leadership role owning warehouse fulfillment and inventory management end to end, with direct authority to build the systems, capacity model, and team culture needed to scale the operation.Fulfillment Operations & Process Design (35%)Capacity Planning & Flex Labour Management (25%)Systems, Documentation & Inventory Oversight (20%)THE TASKSFulfillment Operations & Process DesignMap how a project actually moves from sold to prepped to shipped to returned, and find every point where information arrives late, incomplete, or through the wrong channelRedesign the handoffs between the project side, the warehouse floor, Shipping and Receiving, and the four technical departments to reduce steps, clarify ownership, and cut reworkSet and hit targets for on-time, complete project delivery, finding and removing blockages where gear, information, or people get stuckDesign the communication rhythm that connects warehouse, inventory, and project teams, including meetings, handoffs, escalation paths,



and shared visibilityDeliver an honest assessment of what is broken in the fulfillment process, what it costs, and what to change firstCapacity Planning & Flex Labour ManagementEstablish what the permanent team can actually deliver, in labour hours, by department and skill setDefine the standard labour a project consumes by type and size, and build the trigger logic that determines whether work is absorbed in-house or requires freelance supportOwn the freelance bench end to end: recruiting, training, rating, and keeping it warm and available on short noticeGive leadership a live, trusted read on how much capacity is already committed and how much remainsCoach a direct report into a stronger leader, reducing their need to escape over timeDiagnose why technicians leave and address the root causes to build a crew people want to stay onHire and set up a recent manager own inventory control from day one once fulfillment work is underwaySystems, Documentation & Inventory OversightAssess current tooling and workflows, then improve or replace what holds the operation backWrite the operating playbook covering how a project gets fulfilled, who owns which decision, and how a new technician is trainedTurn to inventory control once fulfillment is stable, addressing accuracy, cycle counting discipline, asset tracking, and maintenance cadenceTHE COMPANYA fast-growing audiovisual equipment supplier serving live events and production work, providing warehouse fulfillment, staging, and technical support that make client projects happen. The business has grown quickly,



and its operational infrastructure now needs to scale to match.THE OPPORTUNITYThis is a chance to take full ownership of a fulfillment and capacity mandate, with the authority and budget to fix it rather than just recommend fixes. Ideal for an operations leader who wants to build systems and a team culture that outlast them, in an organization actively investing in the leadership needed to scale.THE EXPECTATIONS TIMELINEBy Month 1Get on the floor: work a prep, load a truck, sit through a receiving shiftTalk to every technician and department head about what wastes their timeMap the current fulfillment process as it actually runs, not as anyone assumes it runsBegin building relationships with direct reports and department headsBy Month 3Deliver an honest assessment of what is broken, what it costs, and what to change firstEstablish baseline capacity model inputs by departmentBegin redesigning fulfillment handoffs between the project side, the warehouse floor, and the technical departmentsBy Month 6Redesigned fulfillment handoffs live and holding under real project loadBaseline capacity established and the flex ramp logic in active useFreelance bench built and tested against short-notice workThe team can point to specific things that got easierBy Month 12Fulfillment metrics measured, trending in the right direction, and reported on a regular cycleA direct report visibly stronger and running more without escalationInventory work underway and a search opened for a new manager to own itAn operating playbook documented and in active useTHE SKILL SET5+ years in operations leadership, including at least 2+ years managing managers, with a track record of scaling a warehouse, fulfillment, logistics, or production operation through a real growth phaseProven experience building and running a flex or freelance labour model that absorbs unpredictable, short-notice demandDemonstrated success redesigning how work and information move through an existing, tired, and skeptical team, and making the change stick

📌 Head Of Operations (Toronto)
🏢 Outhire
📍 Toronto