Director of Supply Chain
Listed on 2026-03-12
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Business
Operations Manager, Supply Chain / Intl. Trade
Ultra™ | Nicotine-Free Pouches for Focus & Energy About Ultra ⚡️
Ultra™ is already the #1 brand of nicotine-free pouches in the world and we only launched 6 months ago —we’re just getting started. Our mission is to build the category-defining brand of functional pouches for people who want enhanced performance without the crash, addiction, or long-term downsides. Ultra does not just make a pouch that is somewhat “better for you” than Zyn.
We make functional performance products that are actively good for you.
The market shift is massive: nicotine pouch sales are up 3,000% since 2019 and projected to reach $20B by 2026. Consumers are adopting the pouch form factor at scale, and many are now seeking nicotine-free functional benefits in a pouch. Ultra is positioned to lead that wave.
Backed by some of the best investors, founders and athletes in the world, including:
- Left Lane Capital (Blank Street, Olipop, Holy)
- Sugar Capital (Grüns, Feastables, Lucky Energy)
- Athletes & Creators
- Joe Burrow, Dak Prescott, Henrik Lundqvist, Jakob Chychrun + more
- Founders & Operators
- Chad Janis (Grüns), Harpreet Singh (Oura Ring), Jeff Rader (Harry’s), Vinay Menda (Blank Street), + more
Learn more:
The Role 🎨As Director of Supply Chain at ULTRA
, you will own the systems, partners, and execution that keep the business running as we scale—from DTC to retail and beyond. Your mandate is simple but demanding:
build a supply chain that scales fast, stays reliable, and protects margin
.
You’ll oversee everything from demand planning and manufacturing to inventory, logistics, and retail readiness
. This is not a passive operations role. You’ll be expected to anticipate growth, design resilient systems, and make high-conviction tradeoffs in real time as ULTRA expands SKUs, channels, and geographies.
You’ll work closely with Product, R&D, Retail, Growth, and Finance to ensure supply never becomes the bottleneck—or the silent killer of velocity, margins, or brand trust. As we move aggressively into retail in 2026, this role becomes mission-critical.
We’re looking for a builder: someone who has scaled supply chains before, knows where things break, and takes pride in running tight, disciplined operations without slowing the business down.
What You’ll Own 💼End-to-End Supply Chain Ownership
- Own ULTRA’s supply chain end-to-end:
forecasting, manufacturing, inventory, logistics, and fulfillment
. - Ensure the supply chain scales in lockstep with growth—across DTC, wholesale, and retail channels.
- Act as the single point of accountability for supply availability, cost, and reliability.
- Build and own demand planning models that incorporate growth targets, seasonality, promotions, and retail expansion
. - Partner with Growth and Retail to translate plans into executable production schedules.
- Continuously refine forecasting accuracy as the business scales.
- Own relationships with co‑manufacturers, suppliers, and logistics partners
. - Lead capacity planning, MOQ negotiation, lead‑time management, and contingency planning.
- Ensure manufacturing partners meet ULTRA’s standards for quality, consistency, and reliability.
- Balance service levels with capital efficiency—
avoiding stockouts without bloated inventory
. - Own inventory strategy across SKUs, channels, and geographies.
- Partner with Finance to manage cash flow, COGS, and working capital tradeoffs.
- Ensure ULTRA is operationally ready for retail scale:
OTIF performance, distributor coordination, and retail‑specific requirements
. - Partner closely with the Head of Retail to support lighthouse markets, pilots, and expansion gates.
- Build systems that support regional and national retail growth without operational chaos.
- Own inbound and outbound logistics, warehousing, and fulfillment partners.
- Optimize for cost, speed, and reliability across domestic (and future international) operations.
- Continuously pressure‑test the network as volume and complexity increase.
- Identify supply chain risks early—capacity constraints, single‑point failures, geopolitical or…
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