Director, Operations

The Spice & Tea Exchange is an experiential culinary hospitality company that operates award-winning retail stores as its primary customer platform. Our guests come to discover flavor, explore tea and wellness, sample products, learn how to use remarkable ingredients, find distinctive gifts, and experience genuine hospitality. Retail is the operating platform. Hospitality is the service model. Discovery is the guest outcome. We are looking for an experienced multi-unit operator to help lead our next stage: strengthening three established stores, developing the leaders who operate them, reducing dependence on the Founder for routine operations, and building the leadership capacity required for future growth. This is a distinctive opportunity for someone who is commercially strong, operationally disciplined, excellent with people, and energized by building leaders rather than simply supervising locations. Store Video: Why This Role Exists We are evolving from a Founder-dependent operating model toward a scalable leadership model. The goal is not simply to move operational work from the Founder to another person. It is to build an organization in which capable store leaders know what they own, make sound decisions, coach and develop their teams, maintain standards, address performance issues, deliver exceptional hospitality, and produce strong business results. Leadership development is therefore a core operating strategy. This is not a traditional Learning & Development role. Leadership development is the method; stronger business performance is the outcome. The Director will operate as a field-based player-coach who develops leaders rather than routinely doing their jobs for them, but who is willing and able to step into the work when circumstances require it, model the standard, restore performance, and then return accountability to the appropriate leader. As store leadership capability grows, the Director should increasingly achieve results through capable leaders rather than personal intervention. What You Will Own Multi-Unit Business Performance You will be accountable for the operating health and increasing consistency of a three-store portfolio, including sales growth, average ticket and customer behavior, labor productivity and scheduling discipline, margin and expense awareness, inventory and product availability, store readiness, guest experience, team capability, and store-level KPI performance. You should be able to move comfortably between a P&L, a scorecard, a store walk, a difficult coaching conversation, and a busy sales floor. You will be expected to identify operating drift early, diagnose the cause, establish corrective action, and hold the appropriate leader accountable for results. Leadership Development & Succession One of your most important responsibilities will be building the leadership bench. You will assess current leaders and emerging talent, identify capability gaps, coach managers to think and solve problems independently, strengthen delegation and accountability, address underperformance directly, build succession coverage, develop Store Manager candidates internally where appropriate, and recruit externally when needed. Success will not be measured by how many coaching sessions you conduct. It will be measured by who becomes capable of carrying greater responsibility because of your leadership. Hospitality, Sales & Guest Experience We believe hospitality and commercial performance reinforce one another. You will ensure teams consistently welcome, engage, and guide guests; create personalized discovery; use product knowledge and culinary storytelling; execute SalesRX behaviors; sample and educate appropriately; maintain strong selling standards; and create memorable experiences without making the interaction feel scripted or pressured. People Leadership & Performance Accountability This is not simply a coaching role. You must be comfortable with hiring and selection, onboarding, performance expectations, feedback and recognition, employee development, attendance and reliability, difficult conversations, corrective action and documentation, conflict resolution, retention of strong performers, and difficult personnel decisions when necessary. We value warmth, fairness, and humanity. We also believe avoiding accountability is not kindness. Operational Excellence One of our core operating principles is: Standardize the predictable so people can personalize the exceptional. You will help make opening and closing, scheduling and labor deployment, inventory controls, receiving, production and blending workflows, replenishment, merchandising, store recovery and readiness, cash controls, training, onboarding, SOP execution, leadership cadence, and performance follow-through increasingly reliable. Our strongest candidates naturally think in terms of observable behavior, management rhythm, root causes, metrics, inspection, coaching loops, and accountability rather than repeated reminders or personal heroics. A More Complex Business Than the Store Count Suggests We currently operate three locations, but the operating environment is more layered than a traditional three-store retail portfolio. The business spans three states and distinct destination markets, significant seasonal differences, specialty retail and hospitality, tea service and experiential guest engagement, inventory-intensive operations, in-house production and blending, receiving and replenishment complexity, seasonal merchandising and gifting, developing store-management structures, and a franchise brand system combined with local ownership and operating responsibility. You need to enjoy operational complexity without creating unnecessary complexity yourself. You Will Join During an Active Transformation The company is well established. You are not walking into a start-up with no foundation or a turnaround with nothing working. You will inherit established stores, experienced team members, loyal guests, proven practices, significant institutional knowledge, a recognized franchise brand, and emerging store leaders who already own meaningful areas of responsibility. At the same time, we are strengthening the operating platform. Longstanding knowledge and practices are being converted from tacit experience and oral tradition into documented, teachable systems while new technology, reporting, training, and management infrastructure are introduced. You will inherit neither a blank slate nor a finished corporate operating manual. Initially, we expect you to learn before broadly redesigning: observe how work actually happens, understand why practices developed, learn from experienced employees and ownership, identify contradictions and gaps, preserve what works, question what no longer serves the business, and test improvements in actual store conditions. Over time, you will assume increasing responsibility for the accuracy, adoption, and continuous improvement of the store operating system. Administrative, AI, and knowledge-management support can assist with documentation. Your highest-value contribution should remain operating judgment, field leadership, people development, and execution. Working With the Founder - You will report directly to the Founder/Owner. The Founder is progressively concentrating on company strategy, organizational development, business development, partnerships, new concepts, acquisitions, major operating architecture, and future growth. The Director will increasingly own the store operating organization. This requires a mature, high-trust relationship. You should be comfortable making decisions without constant permission, bringing recommendations rather than simply problems, respectfully challenging assumptions when evidence supports it, knowing what requires escalation and what does not, absorbing historical context without becoming dependent on it, and creating confidence through consistent execution. Clear decision rights and increasing operating independence are intentional parts of the organizational model. The Leadership Organization You Will Inherit One location currently has a Store Manager. The others use a distributed leadership structure involving Operations & Integration, Sales leadership, Inventory Control, Floor Readiness, and Keyholders/first-level managers. These roles allow people to develop meaningful management capability before assuming responsibility for an entire store. You will be expected to understand this structure before changing it, clarify accountability where responsibilities overlap, develop the strongest internal leaders, prevent distributed leadership from becoming diffuse accountability, determine when broader management responsibility is warranted, and develop or recruit Store Managers when the organization needs them. We are intentionally building a leadership bench, not merely filling boxes on an organizational chart. This Is a Field Leadership Position - This role is on-site and multi-location. It is not remote or hybrid. Your office will substantially be the stores. You will spend meaningful time in Alexandria, Annapolis, and Rehoboth Beach. Initial leadership-development and operating attention is expected to be concentrated primarily in Alexandria and Annapolis, where leadership structures are evolving most actively. The Director must also establish a deliberate, recurring presence in Rehoboth Beach and a strong working relationship with its Store Manager and team. The allocation of time among stores will change based on business conditions, seasonality, leadership needs, performance, and organizational development. This is not a fixed X days per store role. Hospitality, leadership presence, selling behavior, merchandising, store readiness, workflow problems, operating drift, team dynamics, and management capability cannot be credibly evaluated primarily through dashboards and video calls. You need to see how leaders actually lead, how employees interact with guests, how stores operate under pressure, where systems break down, and whether standards are truly embedded. You will use data extensively. You will combine data + direct observation + judgment. The role also requires selected presence during weekends, holidays, peak selling periods, major events, and other times when seeing the business under actual operating pressure is important #J-18808-Ljbffr