Commercialization ManagerDepartment: Commercial Operations | Reports To: Director of Commercial Operations & Strategy | Classification: Full-Time / ExemptAbout the RoleThe Commercialization Manager owns Korpack's new product introduction engine. From the moment a deal is won to the moment a program is stable and ready for handoff, this role is responsible for everything in between — the scope, the execution, the people, and the outcome.This is not a coordination role. It is an execution leadership role. The Commercialization Manager ensures that every NPI program is properly scoped before it is priced, run correctly the first time, and transitioned cleanly to Customer Success when it's ready — not before. They lead a team of Developmental Project Managers and a Project Coordinator, and they are accountable for how that team performs.Success here looks like first runs that go as planned, handoffs that Customer Success is proud to receive, and a commercialization function that the rest of the business can rely on to deliver without surprises.What You OwnNPI Execution — Start to StableYou own the full NPI lifecycle from post-award scoping through first-run execution and stabilization. Every program that enters your function needs to exit it in a state that Customer Success can own with confidence. You define what "ready" looks like, you hold your team to that standard, and you approve every transition out of your function personally.Scope & Estimate IntegrityBefore any program gets launched, it needs to be properly scoped. That is your responsibility. You ensure that all assumptions are complete, all timelines are realistic, and all execution requirements are understood. Incomplete or optimistic scopes that create downstream problems start here — and you prevent them.DPM Team Leadership & DevelopmentYou directly manage the Developmental Project Manager team and the Project Coordinator. You set the standard for how projects are run, hold your team accountable for executing to that standard, and actively develop their ability to think like operators — not just coordinators. Your team's performance is your performance.Launch & First-Run SuccessYou own what happens on the floor during first runs. That means being close enough to the work to know when something is at risk, intervening before problems become failures, and ensuring that every launch has what it needs to succeed. Rework, delays, and surprises during NPI are the metrics that tell you how well your function is working. Handoff Quality to Customer SuccessA clean handoff is not optional — it is the final deliverable of every program your team runs. Customer Success receives complete documentation, a stable execution model, and a clear picture of scope and parameters. Anything less is not a finished program. You own that standard and you enforce it before any transition is approved.Cross-Functional Execution AlignmentYour team sits at the intersection of Sales Ops, Purchasing, Scheduling, QA, and Production. You ensure all of those functions are aligned before execution begins and that your DPMs are driving that coordination — not waiting for it. When alignment breaks down, you resolve it. When it can't be resolved at your level, you escalate with a recommendation.Continuous ImprovementYou pay attention to where programs fail, where rework happens, and where margin erodes — and you do something about it. You implement process improvements, standardize execution across your team, and build a commercialization function that gets better with every program it runs.Core Responsibilities· Lead, coach, and develop the DPM team and Project Coordinator through regular performance feedback and hands-on support· Review and validate all project scopes before they enter the production — reject or rework any scope that is incomplete or unrealistic· Oversee execution of all NPI programs from kickoff through stabilization· Attend and lead key project milestones — kickoffs, first-run reviews, FAI, stabilization checkpoints· Approve launch readiness for all first production runs· Approve all handoffs from Commercialization to Customer Success — ensure documentation, scope, and execution model are complete· Monitor NPI OTIF, first-run success rate, and rework across the portfolio· Coordinate with Purchasing on material availability and lead time alignment prior to production· Partner with Sales Ops to ensure pricing inputs reflect execution realities· Identify patterns in launch failures or margin erosion and implement corrective actions· Maintain clear communication with the DIrector of Commercial Operations on program status, risk, and team performance What You Bring· Proven experience leading project execution in a manufacturing, co-packing, or operations environment· Strong understanding of NPI processes — scoping, production planning, first-run management, and stabilization· A track record of holding teams and processes accountable to a high standard· The ability to assess execution risk quickly and act decisively to mitigate it· Strong cross-functional communication skills — you know how to align people across departments without losing urgency· Experience developing early-career project managers or operations professionals· Comfort working in ERP systems and managing documentation-heavy execution environmentsHow We Measure SuccessThe Commercialization Manager is measured at the function level — these are program and team outcomes, not individual project metrics.· NPI OTIF performance across all active programs· First-run success rate and reduction in launch-related rework· Scope accuracy — alignment between estimated and actual execution requirements· Handoff quality — completeness and stability of programs transitioned to Customer Success· DPM team performance and development· Margin adherence on NPI programsHow You WorkYou are an execution owner. You set the standard, enforce it without exception, and develop the people around you to meet it. You are close enough to the work to know when something is off, decisive enough to act on it quickly, and experienced enough to know the difference between a risk worth taking and one that will cost the business. When programs run well, your team gets the credit. When they don't, you own it.36:T3253,<p class="m-0 relative" dir="ltr"><b><strong cl