Turn this role into an interview — a resume and cover letter built around what this employer wants.
MegaResistors is seeking a versatile operator who can take strategically important work with no clear owner and run with it to completion. You will identify problems, design practical solutions, and hand them off once finished, then move on to the next priority.
Some work will involve building software and AI agents that perform real tasks inside the business, while other work will be done through teams you may guide without direct reports.
The job
MegaResistors is an engineering and manufacturing company. We design and build power resistors and load banks for utilities, OEMs, EPCs, and data centres across North America and beyond. We've grown quickly, we run on a heavily customized ERP, and we build a lot of our own software — configurators, quoting tools, and a growing set of agentic AI workflows that sit on top of our ERP, email, and CRM data.
Fast growth creates important work that has no natural owner. It shows up everywhere: a partner program that needs a system built and a playbook written, an HR process that needs to exist, a pricing change that touches four departments, an internal tool that's half-finished, a grant deadline, a policy nobody has written. None of it is the same job. All of it matters.
That's the role: take strategically important work that doesn't have an owner, figure it out, finish it, and hand it off so it stays finished. Then move to the next thing.
Some of it you'll do yourself — including building software and AI agents that do real work inside the business. Some of it you'll get done through people who don't report to you. You'll decide which is which.
Exposure to manufacturing, industrial B2B, or ERP systems is a bonus, not a requirement.
Not an executive assistant. Not a COO — no permanent team reports to you. Not a promise of a specific title in eighteen months; it may lead to a leadership role here or somewhere else with a much stronger résumé, and we'll be honest about which. The measure of success is how much runs without the CEO once you've owned it.
Genuine variety, genuine authority over your projects, a CEO who backs you and gets out of the way, a company who understands and implements technology in a real manufacturing operation, and a front‑row seat to how that business actually runs.