Live opening · Posted 5 days ago

Manager, Supply Chain Finance

Trove Brands · Lehi, UT
Greenhouse
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At a glance

The key details from the original listing.

Posted 5 days ago
CompanyTrove Brands
LocationLehi, UT
SourceGreenhouse
Listed5 days ago

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About the role

Description supplied by the original job listing.

Trove Brands is a privately-held house of brands including BlenderBottle®, Owala®, Whiskware®, and Eco-Brite®. Our patented and best-selling products are designed to simplify and improve everyday life with leading-edge innovation, incomparable quality, and aspirational style.
A career at Trove Brands is not about punching the clock. It’s about embracing exciting and fast-paced opportunities that sharpen your skills, drive innovation, and play an integral role in growing our global reach. Your work will not only impact the company, it will impact the lives of millions of people around the world. When you step up to a career at Trove, you step up to cutting-edge excellence. You sign up for bold action and invigorating synergy. You agree to face—and break through—new challenges every single day.
Why this role
Trove Brands makes Owala and BlenderBottle. Our growth has outpaced the systems behind it, and inventory and working capital are now the biggest levers on our margin. Right now, no one owns the analytics behind either.
You’d own the whole inventory and distribution picture — inbound and in-transit through on-hand and fulfillment — and build most of it yourself in Snowflake and Omni. Much of the reporting below doesn’t exist yet, and there’s no central data team to hand the hard parts to. You’d report directly to the VP of FP&A, so analysis turns into decisions in days rather than quarters.
It’s a good fit if you’ve spent a few years in supply chain or operations finance at a larger company and want more scope than a single cost line, earlier than you’d get it there. We also expect this work is bigger than one person, and we’d want whoever builds it to lead the team it turns into.
This role is full-time in our Lehi, Utah office--not hybrid, not remote. The job runs on being near Supply Chain and Ops daily.
What you’ll own
Inventory position and control metrics — inbound and in-transit through on-hand, across SKU, location, and channel. Turns, weeks-of-supply, aging, excess & obsolete, adjustment rates, and count accuracy, translated into dollars and GM%.
Inbound and import analytics — make sense of the freight data from our new container management system and RateLinx feed, then build what we don’t have today: landed cost, freight spend, forwarder allocation, invoice validation, and transit-time performance.
3PL and distribution performance — own the scorecard and MBR program end to end (3 of ~20 locations have one today — plenty of runway), plus cost-per-order, on-time/in-full, shipping accuracy, and the storage-vs-fulfillment split, tied back to cost-to-serve.
Chargebacks and deductions — size the exposure, root-cause it, and tell us which fixes are worth the most money.
Dashboards, KPIs, and automation in Snowflake and Omni — leadership reporting, the warehouse and 3PL team scorecards our floor teams actually compete on, and killing the manual pulls so things scale instead of breaking.
Ad hoc analysis — about a third of your time. Someone spots a problem; you combine four ugly data sources, size the impact, find the cause. Requests come from Inventory Control, Imports, Distribution, and HQ; you and your manager sequence them.
Inventory inputs to the annual plan, forecast, and close — variance analysis, GL reconciliation, and E&O reserve support.
What you’ll grow into
Once the core reporting is steady, the role moves up the P&L:
The savings pipeline — find and validate margin opportunities across product cost, freight, tariffs, and fulfillment, then track committed vs. actual through to close.
Portfolio complexity — fully-loaded margin by SKU, and the case for discontinuing, consolidating, or marking down.
Our IBP cycle — the finance voice in a monthly planning process, connecting the demand and supply plan to margin and cash.
Where you advise — Ops and Supply Chain make the call
Classic business partnering — you bring the analysis and recommendation on:
Buy, hold, and markdown timing — the working-capital and GM% tradeoffs.
Inventory accuracy — where variances are leaking dollars (Ops owns c

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