Head of Operations

Outhire Inc.; Toronto; On-site; CAD 145,000 - 175,000; Full time

Job summary

Outhire Inc. is seeking a Head of Operations for Audiovisual & Live Events to own warehouse fulfillment, inventory management, and capacity planning in North York, ON. You will build systems, set targets, and shape team culture to scale the operation.

The role provides end-to-end control from receipt to shipment, with a budget to fix bottlenecks, lead a growing team, and forge efficient handoffs across project, warehouse, and technical departments.

Qualifications

• 5+ years in operations leadership, including at least 2+ years managing managers.
• Proven experience building and running a flex or freelance labour model.
• Demonstrated success redesigning how work and information move through a team and processes.

Responsibilities

• Own fulfillment operations and process design end to end.
• Define capacity planning and flex labour management strategies.
• Oversee systems, documentation, and inventory oversight.

Skills

Operations leadership

Team management

Change management

Job description

At Outhire, we believe in revolutionizing the hiring process to make it more equitable and enjoyable for everyone involved. Our innovative approach puts candidates front and center, offering in-depth looks at open positions, personalized advice, and interview preparation. But we don't stop there - our Visual Resume feature ensures that hiring managers see the complete picture of who you are and what you bring to the table while eliminating biases you may face with traditional hiring practices. With Outhire, you can trust that we'll work tirelessly to match you with the role that truly fits your skills, experience, and aspirations. Join us in our mission to create a better hiring experience.

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

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%)
• 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
• Coach a direct report into a stronger leader, reducing their need to escape 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

• 5+ years in operations leadership, including at least 2+ 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