Global Vice President, Product & Business Operations

Ready to Build, Not Inherit? Lead Product, Quality & Supply Chain for a Global MedTech Company — Reporting Directly to the CEO

Movora is a global company focused on the advancement of animal health. Rooted in veterinary orthopedics, Movora’s foundation is built on three decades of advancements in animal mobility. The group utilizes legacy expertise to deliver a broad range of innovative products by bringing together key leaders in veterinary medical technology to deliver progressive solutions. Collectively, we serve customers in more than 50 markets from 13 offices around the world.

Movora embodies a philosophy of always caring. Alongside education, anticipating consumer needs and offering reliable solutions provides our customers with value beyond products. We are proudly forward thinking and we prioritize reinvention, individuality, and always making the next leap in innovation.

To strengthen our position in the veterinary orthopedics market and to accelerate the success of our fast-growing company, we are looking for a

GLOBAL VICE PRESIDENT, PRODUCT & BUSINESS OPERATIONS

The Global Vice President, Product & Business Operations is responsible for building and leading an integrated global organization spanning Product Management, Research and Development, Clinical Evaluation, Manufacturing, Global Supply Chain, and Quality.

This is a hands-on executive leadership role for an experienced builder who can bring structure, clarity, accountability, and operating discipline to a decentralized, entrepreneurial organization. The successful leader will establish effective departments, develop strong Directors, implement practical processes and SOPs, and create consistent operating cadences that enable teams to work together as one streamlined organization.

The role owns the end-to-end idea-to-stock operating model: from product strategy and development through manufacturing, quality, supply chain, and product availability. This leader will ensure that business priorities are translated into executable plans, products reach the market on time and on specification, and the organization is structured to scale.

This role suits an experienced builder who thrives on shaping and strengthening organizations. The successful candidate will bring demonstrated experience building or transforming functions within a start-up, scale-up, private-equity-backed, multi-brand, or similarly entrepreneurial organization — rather than only inheriting mature, fully established functions.

Your Mission

Organizational Leadership and Development

• Lead and develop leaders across Product Management, R&D, Clinical Evaluation, Manufacturing, Supply Chain, and Quality
• Build a capable Director-level structure with clear ownership, reporting lines, accountability, and decision rights
• Establish succession plans and leadership-development priorities for critical functions
• Foster ownership, collaboration, transparency, and constructive accountability
• Serve as a hands-on player-coach who stays close to the work to understand issues and make informed decisions

Business Operations and Operating Discipline

• Build an integrated operating model across all responsible business functions
• Establish scalable SOPs, workflows, governance structures, and decision rights
• Create consistent leadership, portfolio, supply, capacity, and performance reviews
• Implement meaningful KPIs, dashboards, and accountability measures across each responsible function
• Improve prioritization, resource allocation, issue escalation, and decision-making.
• Identify and communicate risks, constraints, and trade-offs early
• Lead annual and long-range operational planning in partnership with the CEO, Finance, Commercial, and other leadership functions

Functional Leadership and Accountability

• Partner with and set direction for the Directors leading Product Management, Research & Development, Clinical Evaluation, Manufacturing, and Global Supply Chain
• Hold ultimate accountability for outcomes across all functions, working through these leaders and their teams to:
• Product Management — sustain a prioritized, market-aligned portfolio and rationalize SKUs while preserving appropriate clinical coverage
• Research & Development — drive disciplined, stage-gated development, on-time and on-specification launches, and a sustainable innovation pipeline
• Clinical Evaluation — ensure robust clinical evidence, post-market follow-up, and strong clinical input from surgeons, KOLs, and advisory boards
• Manufacturing — drive reliable manufacturing performance, global production standards, and sound capacity, footprint, and investment decisions
• Global Supply Chain — deliver end-to-end supply performance: service, lead times, forecast accuracy, inventory health, and continuity
• Quality (not yet established) — build and lead a clearly defined global Quality function, embedding quality by design across development, manufacturing, and supply chain

WHAT SUCCESS LOOKS LIKE

First 90 to 180 Days

• Complete an assessment of the organization, leadership capabilities, workflows, systems, risks, and critical business priorities
• Clarify and reinforce functional ownership, decision rights, and reporting relationships
• Strengthen consistent leadership and operating cadences
• Refine the integrated idea-to-stock process, including roles, governance, handoffs, escalation points, and KPIs
• Refine and align prioritized plans for Quality, Supply Chain, Clinical Evaluation, Product Development, and Business Operations
• Identify immediate risks affecting launches, product availability, quality, customers, or business continuity

First 12 Months

• Quality is established as a functioning department with clear leadership, accountability, processes, and measures
• Directors are set up for success and effectively leading their respective functions.
• Priority product launches are delivered on time, on specification, and at the expected quality level
• Supplier change control, capacity review, launch governance, and integrated planning processes are operating consistently
• Product, operational, and business priorities are connected through a common operating model
• Lead times, product availability, inventory performance, and service levels show measurable improvement
• Cross-functional teams understand how work moves across departments and where decisions are made
• The organization is structured to scale and support a potential future separation of Product and Operations leadershi