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TITLE
Head of Business Operations, Audiovisual & Live Events

SALARY RANGE
$145,000 - $175,000

CASH BONUS
Performance-based bonus tied to operational and financial targets

THE PERKS
Comprehensive health & dental benefits

LOCATION
North York, ON

THE OFFICE
Permanently In-Office

TEAM SIZE
Around a dozen people

THE ROLE
A 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%)
People Leadership & Culture (20%)
Systems, Documentation & Inventory Oversight (20%)

THE TASKS
Fulfillment Operations & Process Design

Map 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 channel
Redesign the handoffs between the project side, the warehouse floor, Shipping and Receiving, and the four technical departments to reduce steps, clarify ownership, and cut rework
Set and hit targets for on-time, complete project delivery, finding and removing blockages where gear, information, or people get stuck
Design the communication rhythm that connects warehouse, inventory, and project teams, including meetings, handoffs, escalation paths, and shared visibility
Deliver an honest assessment of what is broken in the fulfillment process, what it costs, and what to change first

Capacity Planning & Flex Labour Management

Establish what the permanent team can actually deliver, in labour hours, by department and skill set
Define 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 support
Own the freelance bench end to end: recruiting, training, rating, and keeping it warm and available on short notice
Give leadership a live, trusted read on how much capacity is already committed and how much remains

People Leadership & Culture

Coach a direct report into a stronger leader, reducing their need to escalate over time
Diagnose why technicians leave and address the root causes to build a crew people want to stay on
Hire and set up a new manager own inventory control from day one once fulfillment work is underway

Systems, Documentation & Inventory Oversight

Assess current tooling and workflows, then improve or replace what holds the operation back
Write the operating playbook covering how a project gets fulfilled, who owns which decision, and how a new technician is trained
Turn to inventory control once fulfillment is stable, addressing accuracy, cycle counting discipline, asset tracking, and maintenance cadence

THE COMPANY
A 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 OPPORTUNITY
This 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 TIMELINE
By Month 1

Get on the floor: work a prep, load a truck, sit through a receiving shift
Talk to every technician and department head about what wastes their time
Map the current fulfillment process as it actually runs, not as anyone assumes it runs
Begin building relationships with direct reports and department heads

By Month 3

Deliver an honest assessment of what is broken, what it costs, and what to change first
Establish baseline capacity model inputs by department
Begin redesigning fulfillment handoffs between the project side, the warehouse floor, and the technical departments

By Month 6

Redesigned fulfillment handoffs live and holding under real project load
Baseline capacity established and the flex ramp logic in active use
Freelance bench built and tested against short-notice work
The team can point to specific things that got easier

By Month 12

Fulfillment metrics measured, trending in the right direction, and reported on a regular cycle
A direct report visibly stronger and running more without escalation
Inventory work underway and a search opened for a new manager to own it
An operating playbook documented and in active use

THE SKILL SET

Five or more years in operations leadership, including at least two years managing managers, with a track record of scaling a warehouse, fulfillment, logistics, or production operation through a real growth phase
Proven experience building and running a flex or freelance labour model that absorbs unpredictable, short-notice demand
Demonstrated success redesigning how work and information move through an existing, tired, and skeptical team, and making the change stick