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Job description
Lyons Magnus leads the food industry with creativity and innovation, crafting top-quality products across all manufacturing phases, from raw materials to marketing. With over 2,000 diverse items for industrial ingredient and food service sectors, Lyons caters to leading restaurant chains nationally and internationally. At Lyons, our diverse and talented staff is the heart of our organization. We foster a thriving work environment where employees are engaged in shaping both the company's and their own future.
Job Type
Full-time
The Director, Business Transformation is a key leadership role responsible for driving enterprise-wide operational improvement, continuous improvement, M&A integration, and value-creation initiatives across Lyons Magnus. Reporting to the Chief Transformation Officer, this position will work directly with Operations, Supply Chain, Finance, Commercial, Technology, and other functional leaders to identify performance opportunities, diagnose root causes, redesign processes, and lead implementation of improvements that deliver measurable financial and operational results.
This is a hands-on operational transformation role, not primarily a PMO or project-management position. The successful candidate must bring demonstrated experience leading continuous improvement and operational performance initiatives in a manufacturing environment, with a track record of delivering measurable improvements in productivity, labor, yield, throughput, cost, service, inventory, and/or working capital. The Director must be comfortable moving between the plant floor, functional business processes, financial analysis, and executive-level communication.
Pay Range
$140,000-$175,000 + Bonus
Hours
8:00am-5:00pm
Schedule
Monday-Friday
Location
Fresno, CA
Travel Requirements
50%
Work environment available
In Office
Essential Duties And Responsibilities
Operational Excellence & Continuous Improvement
Lead operational and continuous improvement initiatives across Lyons Magnus manufacturing, supply chain, warehousing, and other business operations.
Conduct hands-on assessments of manufacturing and business processes to identify bottlenecks, waste, capacity constraints, process variation, and other sources of operational inefficiency.
Apply Lean, Six Sigma, Kaizen, root-cause analysis, value-stream mapping, standard work, and other continuous improvement methodologies to improve business performance.
Develop fact-based business cases that translate operational opportunities into financial value.
Establish appropriate operating metrics and management routines to ensure improvements are sustained after implementation.
Build continuous improvement capabilities within operating teams rather than relying solely on centralized transformation resources.
Challenge existing processes and ways of working while partnering effectively with operational teams to implement practical, sustainable solutions.
Partner directly with plant and operational leadership to improve:
Labor productivity
Line efficiency and OEE
Throughput and capacity utilization
Yield, scrap, and material loss
Changeover and downtime
Quality and right-first-time performance
Inventory and working capital
Warehousing and distribution productivity
Customer service and OTIF performance
Enterprise Transformation Execution
Partner with executive and functional leadership to define, prioritize, and execute the company's transformation and value-creation roadmap.
Translate strategic priorities and operational opportunities into clearly defined initiatives with measurable objectives, milestones, ownership, resource requirements, and expected financial benefits.
Evaluate and prioritize opportunities based on financial impact, operational feasibility, strategic importance, resource requirements, and execution risk.
Drive initiatives from opportunity identification and business-case development through implementation and benefit realization.
Maintain visibility across the transformation portfolio and help leadership focus resources on the highest-value opportunities.
Cross-Functional Process Improvement
Partner across Operations, Supply Chain, Finance, Commercial, Technology, and other functions to simplify end-to-end business processes and eliminate inefficiencies.
Map processes and organizational handoffs to identify bottlenecks, duplication, unnecessary complexity, unclear accountability, and opportunities for automation.
Facilitate cross-functional teams through structured problem solving, root-cause identification, solution development, and implementation.
Develop solutions that appropriately combine process redesign, organizational changes, technology, automation, and performance management.
Ensure process improvements address underlying root causes rather than simply adding controls or administrative steps.
Performance Management & Value Creation
Establish clear operational and financial baselines before launching major improvement initiatives.
Develop KPIs, dashboards, and benefit-tracking mechanisms that provide visibility into transformation progress and operational performance.
Identify performance gaps and work directly with initiative owners to develop corrective actions.
Maintain accountability for benefit realization after projects move from implementation into normal operations.
Partner with Finance to validate financial benefits and ensure value creation is measurable and sustainable.
Track results across areas including:
Cost savings and cost avoidance
Labor and productivity
Yield and material usage
Manufacturing capacity and throughput
Margin improvement
Inventory and working capital
Freight and warehousing
Customer service
M&A Integration & Synergy Realization
Partner with executive leadership and functional teams to plan and execute the integration of acquired businesses into Lyons Magnus.
Lead operational integration assessments and identify opportunities across manufacturing, procurement
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Worksite address
fresno, CA, 93650, US
Who can apply
Review the original listing for work authorization, qualifications and employer requirements.