Ecommerce General Manager

Partner with the Executive Director to drive sustainable e-commerce sales growth, ensure healthy inventory management, and materially improve the ways of working across the business unit. This role balances strategy with execution — leading through the Operations Manager and managers/leads to secure outcomes. The Co-Executive is not expected to handle the day-to-day legwork, but is accountable for driving strategic input, steering, coaching, and guiding the team to ensure execution happens the right way, beyond simple delegation. They must know and be able to speak for the whole business at any given time (except HR and Finance).

1) Sales Management

Drive progressive sales growth (MoM as ideal, YoY as minimum).

When growth occurs: document drivers, capture learnings, and define what to repeat and scale.

When growth stalls: develop a catch-up plan (owners, dates, actions) and ensure follow-through.

Maintain a single living medium for sales updates & learnings, integrated into trade memos.

2) Inventory Management

Lead assortment strategy for e-commerce, prioritizing sales drivers while managing slow movers.

Ensure the product catalogue is organized into a clear, digestible structure (menu tree/mapping system) that supports strategy, reporting, and decision-making.

Track and understand best sellers vs. slow movers, including reasons behind performance.

Maintain healthy breadth and depth of stock; planning replenishments to avoid repeated OOS.

For slow movers: diagnose root causes (pricing, content, visibility, channel fit, seasonality, competition) and propose solutions. Discounting/promo is a last resort after addressing other factors.

3) Operational Ownership & Improvement

Assess holistically before implementing fixes; align priorities and sequencing with the Executive Director.

Learn and own end-to-end processes, ensuring the "right way of working" is in place.

Improve workflows to deliver: more efficient execution, faster/better decisions, organized reporting, and easier oversight.

Improve ManComm decks to tell a clear story that aligns the team on sales priorities, include only what's essential, and present all data needed so decisions can be made without delay.

Improve productivity: sessions end with clear owners, next steps, and early escalation of blockers.

Fix reporting structures so stakeholders get the right information on time, enabling sound decisions and business growth.

Scope covers all business operations except HR and Finance.

4) Proactive Communication

Keep the Executive Director in the loop on status, roadblocks, and emerging risks. Maintain a single dashboard that provides clear visibility on progress at a glance.

Raise issues early with recommendations (options + proposed path).

Enable faster decisions: provide concise, decision-ready materials with the data and context stakeholders need.

Sales trend is progressively better with clear reasons documented.

Best sellers stay in stock; the assortment is clear and navigable.

Decks/reports are clean and decision-oriented, leading to shorter discussions and fewer clarifications.

Proactive updates outweigh follow-ups; execution is visible, and blockers are escalated early with options to resolve.

Leadership has confidence in the Co-Executive's command of the business — visibility is clear, and the Co-Executive is able to answer for the business end-to-end (except HR and Finance) at any time.

Staffing gaps are identified and addressed: roles clarified, ownership assigned, interim coverage in place, and recruitment/contracting initiated when needed.

Process improvements are visible: simpler workflows, faster execution, and fewer errors.

The business is consistently trending toward stability and growth; problems are surfaced early with clear plans and timelines.