CPO / Trade-In Product Manager

The Company Built for Heroes and based in Florence, Texas, Staccato is a veteran-led American firearms manufacturer trusted by over 1,800 U.S. law enforcement agencies, including the U.S. Marshals Special Operations Group and the Texas Rangers. Staccato revolutionized competition shooting with the 2011® platform and is now building a comprehensive Ecosystem of subscription services, Ranch experiences, personalization, and community that extends the relationship with every Staccato owner beyond the point of purchase. The Mission Staccato’s mission is to proudly serve those who protect and embody American freedoms - ensuring everyday heroes have the reliable tools and the community they deserve. We build not just the best pistols in the world, but the deepest relationships with the people who carry them. The Vision Staccato’s vision extends beyond the firearm to a complete, high-performance Ecosystem - a lifetime relationship with every owner built through CARE, Ranch membership, training, personalization, and community. Staccato Ranch exists to unite the Staccato family in celebration of life, liberty, and the pursuit of excellence. Role Overview Reporting to theSVP, Consumer Direct (Ecosystem) the CPO/Trade-In Product Manager owns the full Staccato certified pre‑owned business. Phase 2 launched and is generating revenue with no dedicated owner. The right leader will build on this foundation to create a certification program that establishes a premium price point above the used market, drives brand loyalty through a structured upgrade cycle, and keeps existing owners inside the Staccato Ecosystem rather than shopping elsewhere. A Staccato owner who trades in a Gen 1 for a Certified Gen 3 is not a lost sale - they are a deeper brand relationship. Requirements Experience: 7+ years in certified pre‑owned program management, reverse logistics, marketplace operations, or certified refurbishment program development. Premium consumer or powersports CPO program backgrounds are directly applicable. Firearms dealer or gunsmith operation management experience is a significant advantage. Marketplace and Regulatory: Understanding of two‑sided marketplace economics and firearms transfer regulatory requirements (FFL, ATF transfer protocols) is essential. Cannot learn on the job - this knowledge is a prerequisite. Inventory and Margin Management: Demonstrated experience managing CPO or refurbished inventory P&L - including procurement pricing, refurbishment cost modeling, sell‑through rate optimization, and aged inventory management. Cross‑Functional Collaboration: Comfortable managing a program that depends on Operations, Technology, Legal, and Finance simultaneously. Has run a program without full direct authority over its execution partners. Data‑Driven Operations: Tracks program health through sell‑through rate, days‑to‑sell, refurbishment cycle time, and trade‑up conversion rate. Comfortable building and presenting a weekly operating dashboard to executive leadership. Brand Alignment: Passion for Staccato’s values. Firearms ownership or familiarity is essential. The CPO customer is a Staccato owner with a round count and a desire to upgrade - understanding that mindset is the foundation of the entire commercial model. Market Analysis and Project Brief Writing: Demonstrated experience conducting market and competitive analysis and translating findings into structured project briefs or business cases. Has sized a market opportunity, defined a target segment, modeled the revenue potential, and presented the brief to executive leadership for prioritization and investment approval. Go‑to‑Market Strategy: Has built and executed a comprehensive go‑to‑market plan for a consumer product or program - including channel strategy, pricing, promotional calendar, and post‑launch optimization. Understands the difference between a launch plan and a GTM strategy. Channel Strategy: Understands multi‑channel commerce - including direct‑to‑consumer, wholesale/dealer, and proprietary retail channels - and can build a channel mix strategy that optimizes for both revenue and brand positioning. Has managed channel conflict and knows how to protect margin across a mixed‑channel model. Training and Enablement: Has built product training curricula for a sales team, dealer network, or customer‑facing staff. Knows that the best product fails at the point of sale without trained advocates. Comfortable creating training materials, facilitating sessions, and measuring training effectiveness through conversion metrics. Education: Bachelor’s degree in Business, Marketing, or a related field, or equivalent professional experience. An MBA or advanced degree is preferred but not required. Key Responsibilities Run the Phase 2 Program - Day One: Phase 2 is live and generating revenue with no dedicated owner. Take ownership immediately. Understand the current certification standard, refurbishment SLA with the Operations team, and marketplace listing process on staccato2011.com. The first 30 days are about understanding what exists; the next 60 are about optimizing it. Build the Certification Standard as a Premium Signal: Define the Staccato CPO certification standard as a quality guarantee that justifies a premium price over the unverified used market. Every Staccato CPO should carry a certification that tells the buyer: this firearm has been inspected, refurbished to factory standard, and is backed by Staccato. That certification is the product. Build the CARE‑to‑CPO Trade‑Up Cycle: Design the CARE‑to‑CPO trade‑up trigger - the moment a CARE subscriber’s engagement data indicates they are a candidate for a new platform. Partner with the CARE Product Manager and the Director of Ecosystem Intelligence to build the behavioral signal model that identifies trade‑up readiness before the owner consciously recognizes it. Develop the Phase 3 Board Proposal: Build the Phase 3 expansion proposal - scope definition, marketplace economics, back‑end partnership structure, and regulatory framework. Present to the SVP, Consumer Direct within 60 days of start. Manage the Refurbishment SLA: Own the SLA relationship with the Operations team. Define turnaround time standards, capacity allocation protocols, and escalation paths that make the CPO experience fast enough to feel like a trade, not a consignment. Market Analysis and Opportunity Sizing: Continuously analyze the competitive landscape, customer behavior data, and category trends to identify untapped commercial opportunities within your division. Translate findings into structured project briefs that quantify the size of the opportunity, define the target customer segment, outline the required investment, and establish the business case for prioritization. Go‑to‑Market Planning: Own the comprehensive go‑to‑market plan for every new product, program, or initiative within your division. This includes launch sequencing, channel strategy, pricing architecture, promotional calendar, and 90‑day post‑launch performance review. No initiative goes to market without a written GTM plan approved by the SVP, Consumer Direct. Channel Strategy and Execution: Define and manage the channel mix for your division - direct‑to‑consumer eCommerce, dealer network, Ranch point of sale, and CET enrollment - with explicit revenue targets and conversion metrics for each channel. Own the channel P&L and identify where the highest‑leverage acquisition and retention opportunities exist. Dealer and Internal Team Product Training: Build and maintain product training materials for both the dealer network and internal teams - including CET, SET, and Ranch staff. Every touchpoint in the customer journey is a commercial moment. The people representing your division at point of sale, point of service, and point of membership must be able to articulate the value proposition, answer objections, and close enrollment with confidence. #J-18808-Ljbffr