Senior Director, Sales & Operations Planning (S&OP)

QXO is a leading distributor and installer of building products serving an $800 billion market. The company’s mission is to modernize the building products industry through advanced technology and a best-in-class customer experience. QXO is North America’s largest distributor and installer of insulation, the second-largest distributor of roofing products, the second-largest publicly traded distributor of lumber and building materials, and the largest distributor of waterproofing products.

The company is targeting $50 billion in annual revenue within the decade through accretive acquisitions and organic growth. For more information, visit QXO.com.

What you'll do

As Director and/or Senior Director of Sales & Operations Planning (S&OP) for QXO, you will own the company’s monthly S&OP process end to end and lead its expansion across the business. Reporting to the Vice President, Sales & Operations Planning and based in Greenwich, CT (in person), this role is critical to building the cadence leadership uses to make decisions on demand, inventory and supply.

You will extend S&OP across QXO, including legacy companies Beacon (residential and commercial roofing, waterproofing and complementary products), Top. Build (insulation installation, distribution, mechanical and specialty) and Kodiak (lumber and building materials). You will bring a proven S&OP / SIOP / IBP playbook, adapt it to businesses with different systems, product structures and operating models, and build a standard, calendar-driven cadence.

You will build the process, run it every month, and make it better every cycle. S&OP Design & Roadmap Design the future-state S&OP cycle for QXO: forums, cadence, standard agendas, decision rights and attendees, without adding to total meeting time for each business. Own the roadmap to get there: phasing by segment, prerequisites across people, process and technology, and a playbook for rolling out each step in the cycle.

Category & Vendor Hierarchy Establish the official category and vendor hierarchy for the S&OP cycle, aligned to the enterprise product hierarchy, with top categories and vendors confirmed for each segment. Ensure S&OP swim lanes follow that structure and that the data behind each cut is available consistently across demand, supply and executive forums.

Run the Monthly S&OP Cycle Own the monthly cadence end to end – demand reviews, supply reviews and the executive S&OP review – including the calendar, data inputs, pre-reads, facilitation and follow-up. Keep the executive review focused on decisions: what we expect to sell, what we have and need to buy, where the gaps and risks are, and the few cross-functional decisions that need executive attention, with scenarios where they help.

Integrate S&OP with FP&A: reconcile the consensus demand plan with the financial outlook each month, surface gaps early, and establish S&OP as the volume input to forecasts, the budget and the Annual Operating Plan. Track decisions and actions to closure so the process is measured by the decisions and outcomes it drives.

Standard Materials & KPIs Define the standard views for each forum and segment, with agreed metrics, supporting data and agendas. Tie views to planning system outputs for demand / supply reconciliation, and define standard KPIs including forecast accuracy and bias, inventory days on hand (trailing and forward) and availability.

Coach segment leaders, data owners and presenters to prepare for and run their forums. S&OP Data & Technology Partner with Technology to build QXO’s proprietary S&OP infrastructure in the data lakehouse and data visualization tools, acting as business owner for requirements, metric definitions, business rules and acceptance.

Deliver a single pane of glass for S&OP: one live view of demand, supply, inventory, financials, decisions and actions that every forum runs from, from segment reviews to the executive review. Integrate planning system, ERP and FP&A data into one governed source of truth, with consistent definitions across segments and acquired businesses.

Drive adoption across every forum and prioritize enhancements based on user feedback. Expansion & Rollout Lead the expansion of S&OP across QXO, including legacy companies Beacon, Top. Build and Kodiak, and into future acquisitions – starting with segment-level views and building bottom-up processes where they add most value.

Produce one consistent total company view across systems and data sources, working with FP&A, IT and data teams. Maturity & Continuous Improvement Roll out an S&OP maturity framework, assess each forum against it, and own closing the gaps. Extend the planning horizon to a rolling 18–24 months, including scenarios for price increases, forward buys, supply constraints and new-branch growth.

Use automation and AI tools to speed up data preparation and sharpen insight, in partnership with Demand Planning and Planning Transformation. Lead change management for new or redesigned processes, and transition ownership of continuous improvement to segment and forum owners as they mature. Collaboration & Influence Partner with Division Presidents, segment leaders, Procurement, Operations, FP&A, Demand Planning, Supply Planning and Replenishment to build alignment and resolve trade-offs between service, margin and working capital.

Prepare and present clear, executive-level materials for COO and CEO audiences. Build S&OP capability across the business without direct line authority.

What you'll bring

Bachelor’s degree in Supply Chain Management, Business, Engineering, Economics or a related field; MBA preferred. Director: 8+ years, Senior Director: 10+ years of progressive experience in S&OP / IBP, demand or supply planning, supply chain strategy, or management consulting. Hands-on experience running a monthly S&OP / SIOP / IBP process, including preparing and facilitating the executive review; experience designing or redesigning one is a strong plus.

Experience running S&OP across a portfolio of businesses in different segments, or extending it to newly acquired businesses, is highly valued. Industrial or manufacturing S&OP / SIOP experience preferred; prior experience at a retailer or distributor is a plus. Strong financial acumen: P&L, gross margin, inventory and working capital; experience working with FP&A on forecasts and the Annual Operating Plan.

Experience acting as the business lead with technology and data teams to build dashboards, reporting or planning tools; proficiency in Power BI or Tableau; exposure to cloud data platforms (e.g., Databricks, Snowflake) a plus. Strong analytical skills with large, complex data sets; advanced Excel; familiarity with advanced planning systems (e.

g., Blue Yonder, Kinaxis, SAP IBP or equivalent) and ERPs (Oracle preferred). Confident with senior stakeholders: able to facilitate leadership meetings, structure the discussion around decisions, and build alignment without direct authority. Builder mentality: designs and scales standard, calendar-driven processes; thrives in a fast-paced environment shaped by growth and acquisitions.

Clear, concise written and verbal communication. Willingness to travel approximately 25% across QXO’s businesses and regions. What Success Looks Like: The S&OP cycle runs like clockwork: every forum happens on schedule each month, with high compliance on inputs, attendance and pre-reads. Every business across QXO, including legacy companies Beacon, Top.

Build and Kodiak, and future acquisitions runs on the same S&OP standard, adapted to how each business plans, so leadership sees one total company view. Reviews are framed around decisions: the few trade-offs that matter are brought forward with options and quantified impact on sales, gross margin, EBITDA and working capital, and decisions are made in the room.

There is one set of numbers: the demand plan, financial outlook and inventory plan are reconciled, so time is spent on what to do. Risks and opportunities are surfaced early – demand shifts, supply constraints, price increases – before they show up in results. Decisions turn into action: owners are clear, actions close on time, and impact is tracked back to outcomes.

Segment leaders own their forecasts and decisions and use S&OP to run their business. Every forum runs from the single pane of glass, with data that refreshes automatically and one shared view of decisions and actions. The process stays lean: every meeting, view and data step earns its place by driving decisions. Results show up in the business: continuously improving forecast accuracy and bias, availability and inventory days on hand, contributing to sales growth, gross margin and EBITDA.

What you'll earn 401(k) with employer match Medical, dental, and vision insurance PTO, company holidays, and parental leave Paid training and certifications Legal assistance and identity protection Pet insurance Employee assistance program (EAP) QXO is an Equal Opportunity Employer. We value diversity and do not discriminate on the basis of race, color, religion, gender or sexual orientation , national origin, age, disability, or any other protected status.

To comply with Pay Transparency laws, employers must disclose an annual salary range. Actual offers depend on factors such as location, experience, skills, and market data. This position may also offer variable compensation. As Director and/or Senior Director of Sales & Operations Planning (S&OP) for QXO, you will own the company’s monthly S&OP process end to end and lead its expansion across the business.

Reporting to the Vice President, Sales & Operations Planning and based in Greenwich, CT (in person), this role is critical to building the cadence leadership uses to make decisions on demand, inventory and supply. You will extend S&OP across QXO, including legacy companies Beacon (residential and commercial roofing, waterproofing and complementary products), Top.

Build (insulation installation, distribution, mechanical and specialty) and Kodiak (lumber and building materials). You will bring a proven S&OP / SIOP / IBP playbook, adapt it to businesses with different systems, product structures and operating models, and build a standard, calendar-driven cadence. You will build the process, run it every month, and make it better every cycle.

S&OP Design & Roadmap Design the future-state S&OP cycle for QXO: forums, cadence, standard agendas, decision rights and attendees, without adding to total meeting time for each business. Own the roadmap to get there: phasing by segment, prerequisites across people, process and technology, and a playbook for rolling out each step in the cycle.

Category & Vendor Hierarchy Establish the official category and vendor hierarchy for the S&OP cycle, aligned to the enterprise product hierarchy, with top categories and vendors confirmed for each segment. Ensure S&OP swim lanes follow that structure and that the data behind each cut is available consistently across demand, supply and executive forums.

Run the Monthly S&OP Cycle Own the monthly cadence end to end – demand reviews, supply reviews and the executive S&OP review – including the calendar, data inputs, pre-reads, facilitation and follow-up. Keep the executive review focused on decisions: what we expect to sell, what we have and need to buy, where the gaps and risks are, and the few cross-functional decisions that need executive attention, with scenarios where they help.

Integrate S&OP with FP&A: reconcile the consensus demand plan with the financial outlook each month, surface gaps early, and establish S&OP as the volume input to forecasts, the budget and the Annual Operating Plan. Track decisions and actions to closure so the process is measured by the decisions and outcomes it drives.

Standard Materials & KPIs Define the standard views for each forum and segment, with agreed metrics, supporting data and agendas. Tie views to planning system outputs for demand / supply reconciliation, and define standard KPIs including forecast accuracy and bias, inventory days on hand (trailing and forward) and availability.

Coach segment leaders, data owners and presenters to prepare for and run their forums. S&OP Data & Technology Partner with Technology to build QXO’s proprietary S&OP infrastructure in the data lakehouse and data visualization tools, acting as business owner for requirements, metric definitions, business rules and acceptance.

Deliver a single pane of glass for S&OP: one live view of demand, supply, inventory, financials, decisions and actions that every forum runs from, from segment reviews to the executive review. Integrate planning system, ERP and FP&A data into one governed source of truth, with consistent definitions across segments and acquired businesses.

Drive adoption across every forum and prioritize enhancements based on user feedback. Expansion & Rollout Lead the expansion of S&OP across QXO, including legacy companies Beacon, Top. Build and Kodiak, and into future acquisitions – starting with segment-level views and building bottom-up processes where they add most value.

Produce one consistent total company view across systems and data sources, working with FP&A, IT and data teams. Maturity & Continuous Improvement Roll out an S&OP maturity framework, assess each forum against it, and own closing the gaps. Extend the planning horizon to a rolling 18–24 months, including scenarios for price increases, forward buys, supply constraints and new-branch growth.

Use automation and AI tools to speed up data preparation and sharpen insight, in partnership with Demand Planning and Planning Transformation. Lead change management for new or redesigned processes, and transition ownership of continuous improvement to segment and forum owners as they mature. Collaboration & Influence Partner with Division Presidents, segment leaders, Procurement, Operations, FP&A, Demand Planning, Supply Planning and Replenishment to build alignment and resolve trade-offs between service, margin and working capital.

Prepare and present clear, executive-level materials for COO and CEO audiences. Build S&OP capability across the business without direct line authority. Bachelor’s degree in Supply Chain Management, Business, Engineering, Economics or a related field; MBA preferred. Director: 8+ years, Senior Director: 10+ years of progressive experience in S&OP / IBP, demand or supply planning, supply chain strategy, or management consulting.

Hands-on experience running a monthly S&OP / SIOP / IBP process, including preparing and facilitating the executive review; experience designing or redesigning one is a strong plus. Experience running S&OP across a portfolio of businesses in different segments, or extending it to newly acquired businesses, is highly valued.

Industrial or manufacturing S&OP / SIOP experience preferred; prior experience at a retailer or distributor is a plus. Strong financial acumen: P&L, gross margin, inventory and working capital; experience working with FP&A on forecasts and the Annual Operating Plan. Experience acting as the business lead with technology and data teams to build dashboards, reporting or planning tools; proficiency in Power BI or Tableau; exposure to cloud data platforms (e.

g., Databricks, Snowflake) a plus. Strong analytical skills with large, complex data sets; advanced Excel; familiarity with advanced planning systems (e.g., Blue Yonder, Kinaxis, SAP IBP or equivalent) and ERPs (Oracle preferred). Confident with senior stakeholders: able to facilitate leadership meetings, structure the discussion around decisions, and build alignment without direct authority.

Builder mentality: designs and scales standard, calendar-driven processes; thrives in a fast-paced environment shaped by growth and acquisitions. Clear, concise written and verbal communication. Willingness to travel approximately 25% across QXO’s businesses and regions. What Success Looks Like: The S&OP cycle runs like clockwork: every forum happens on schedule each month, with high compliance on inputs, attendance and pre-reads.

Every business across QXO, including legacy companies Beacon, Top. Build and Kodiak, and future acquisitions runs on the same S&OP standard, adapted to how each business plans, so leadership sees one total company view. Reviews are framed around decisions: the few trade-offs that matter are brought forward with options and quantified impact on sales, gross margin, EBITDA and working capital, and decisions are made in the room.

There is one set of numbers: the demand plan, financial outlook and inventory plan are reconciled, so time is spent on what to do. Risks and opportunities are surfaced early – demand shifts, supply constraints, price increases – before they show up in results. Decisions turn into action: owners are clear, actions close on time, and impact is tracked back to outcomes.

Segment leaders own their forecasts and decisions and use S&OP to run their business. Every forum runs from the single pane of glass, with data that refreshes automatically and one shared view of decisions and actions. The process stays lean: every meeting, view and data step earns its place by driving decisions. Results show up in the business: continuously improving forecast accuracy and bias, availability and inventory days on hand, contributing to sales growth, gross margin and EBITDA.