Manager, Operations Standards and Performance

Manager, Operations Standards and Performance About Jitsu Jitsu is a last-mile delivery service that allows brands to give their customers a consistent delivery experience all the way to the doorstep. Using a proprietary AI-powered technology platform, Jitsu helps its customers deliver on their promise of affordable, reliable, expedited shipping with a 99+% on-time delivery rate. Logistics teams can now provide a differentiated delivery experience at a competitive cost through successful first delivery attempts, fewer claims, coverage in the markets that matter, and upfront pricing with no hidden surcharges. Jitsu operates in urban areas across the U.S., enabling high-volume shippers to exercise control over their end-to-end delivery network. The Manager, Operations Standardization and Performance is a field-facing operational leader. This is a hands‑on position for someone who has built operational credibility on the floor and is ready to apply that experience at scale across the organization. This role focuses on: Identifying process waste and implementing practical, durable improvements Translating operational standards into clear, usable SOPs Supporting site leaders in raising execution consistency across locations Contributing to launches with field‑level readiness and stabilization support Building operational habits that scale The Manager is expected to spend the majority of their time in the field. That is the role. This individual will develop senior leadership capabilities through the work itself: how they diagnose, how they influence, how they communicate, and how they make site leaders better without owning their operations for them. What Success Looks Like The successful Manager, Operations Standardization and Performance will: Establish clear credibility with site leaders through competence, not title Develop SOPs and job aids that operators actually use Deliver measurable reductions in process variation across the network Provide structured launch readiness support and post‑launch follow‑through Demonstrate exceptional communication and stakeholder skills Core Responsibilities 1. Process Improvement and Operational Efficiency This is the core of the role. The Manager will: Conduct structured workflow assessments across sort, cross‑dock, and delivery station environments Identify labor waste, throughput constraints, and handoff failures across first‑, middle‑, and final‑mile operations Design and implement practical countermeasures grounded in how the operation actually runs Track and report improvement outcomes with real data, not theoretical projectionsBuild the observational and diagnostic habits that distinguish great operators from good ones Lean tools and structured problem‑solving are welcome here. But the bar is impact, not methodology. We want people who can see a broken process and fix it, with or without a framework. 2. Warehouse Layout and Flow The Manager will contribute to layout and physical flow work under the guidance of senior operations leadership: Identify layout inefficiencies that affect safety, throughput, or labor utilization Support site reconfigurations and peak readiness planning with operational input Begin developing a working vocabulary and skill set in dock configuration, staging, and slotting logic Deep layout expertise is not required. Curiosity, attention to physical flow, and a willingness to develop in this area are. 3. SOP Development and Standardization Standards only matter if they are clear, practical, and followed. This manager will: Write SOPs and job aids that frontline operators can actually use Eliminate ambiguity in core workflows and establish consistent execution expectations Support the development of visual management tools and floor‑level reinforcement materials Contribute to governance processes that keep documentation current and relevant Writing quality matters. If you cannot translate what you observe on the floor into a clear, usable document, this role is not the right fit. 4. Training and Operational Enablement Standards become real through training. The Manager will: Partner with HR and site leadership to support onboarding and upskilling programs Ensure new processes and tools are introduced with structured enablement support, not just announcement Monitor adoption and execution compliance and flag gaps before they become performance problems Close the feedback loop between training design and floor performance 5. Launch Support The Manager will contribute to launches of all types: new markets, new facilities, new clients, process redesigns, and technology rollouts. Responsibilities include: Supporting operational readiness planning under senior leadership direction Field‑validating workflows before go‑live Providing on‑site stabilization support during the critical early period post‑launch Conducting post‑launch audits and closing out action items Launches done well are structured and predictable. The Manager’s job is to help make them that way. 6. Product and Engineering Coordination The Manager will develop early experience as an operational voice in technology initiatives: Communicate frontline operational realities to Product and Engineering counterparts Flag usability or workflow concerns before technical rollouts hit the floor Support field validation of new tools and system changes This is a supporting function at the manager level. The skill being developed is translation: turning what you see in the field into information that technical teams can act on. Ideal Candidate Profile We are looking for a manager who has done real operational work and is ready to take that experience broader. Specifically: 4-8+ years of progressive experience in warehousing and final‑mile logistics Hands‑on background in at least two of the following: sort operations, cross‑dock, delivery station, middle‑mile Demonstrated ability to identify and fix process problems Working knowledge of warehouse flow, labor interaction, and dock operations Experience writing SOPs, job aids, or operational playbooks used in an operating environment Analytical enough to work with performance data Comfortable influencing peers and site leaders without formal authority Willing and able to travel up to 50% of the time Formal certifications are not required and are not preferred over demonstrated operational impact. We are hiring an operator who can transfer their experience at scale. What We Are Looking For at This Stage This role is designed for a strong operational manager who is beginning the transition toward senior leadership. That means we will be looking for early signals of: Strategic pattern recognition: Can you see across sites and identify systemic issues rather than individual incidents? Communication development: Are you becoming more effective at influencing upward and laterally, not just directing downward? Ownership expansion: Do you take accountability for outcomes beyond your immediate scope? Organizational awareness: Do you understand how your work connects to broader operational and business priorities? You do not need to have mastered these capabilities. You need to be developing them, and you need to be self‑aware enough to know the difference. Why This Role Matters We are scaling. At scale, operational excellence cannot live in individuals. It has to be designed, documented, trained, and consistently executed across every site. The Manager, Operations Standardization and Performance, is part of building that infrastructure. This is the work that makes every site better, every launch cleaner, and every operator more capable. #J-18808-Ljbffr Jitsu