Head of Supply Chain, DTC Health & Wellness

About UsHyprwork is a fast-growing operator that builds and scales direct-to-consumer brands in health and wellness. Our flagship brand, Rejuvacare, proved the model, with products like RejuvaKnee that help adults reclaim mobility and live with less pain, trusted by over 400,000 customers and shipping primarily to the United States. We have scaled 12x in a single year to nearly 150 people across more than 15 countries, and our focus now is building and scaling the next generation of brands in the portfolio. We are remote-first, async-first, and we hold a high standard of accountability across everything we do. The RoleThis is not a coordination role and it is not a senior buyer seat. It is a function-ownership role. Hyprwork's entire physical business runs through OEM manufacturing partnerships in China and cross-border fulfillment into the United States, and today that chain moves roughly 100,000 units per month across approximately 20 SKUs in three product categories. As the portfolio expands into new brands, the SKU count, the category mix, and the operational complexity will multiply. Your mandate is to own the supply chain as a function: design it, cost it, de-risk it, staff it, and scale it ahead of the business rather than behind it. The chain today runs lean by design: no owned warehouse space, shared fulfillment facilities near Guangzhou and Shenzhen operating on a per-order fee basis, inventory tracked in Google Sheets, and communication through Slack. New product sourcing runs on a two to three week standard from leadership request to warehouse-ready, and sourcing requests come frequently and directly from the founders. Per-shipment costs average six to eight dollars, with a near-term reduction target of $0.50 to $1.00 per package already defined at the execution level. Your mandate sits above that baseline: owning total landed cost per unit as an architecture, deciding when the business outgrows spreadsheet-based planning and what replaces it, and building the systems that let a two to three week sourcing cadence survive a multi-brand portfolio. The distinction that matters here is strategy versus execution. We have execution capacity in the chain today, including a China-based sourcing resource and operational support between the factory and the storefront. What the business needs at the top of this function is someone who thinks one to two quarters ahead: demand planning that anticipates launches instead of reacting to stockouts, a freight and fulfillment cost architecture built through competitive tension instead of inherited rates, dual sourcing as policy rather than as a rescue, and quality systems that close the loop with factories so defects stop recurring. You will do hands-on work, especially early, but your accountability is function-level outcomes and the development of the people who execute. You report to the Director of Operations, partner closely with the founders on portfolio and launch planning, and work cross-functionally with Marketing, CX, Finance, and the Amazon channel, which currently fulfills FBM from China and depends directly on your chain. What You Will OwnSupply chain strategy and network design. Owning the end-to-end architecture from factory floor to customer door: supplier network, warehouse and 3PL footprint in southern China, carrier mix, and the roadmap that scales all of it for a multi-brand portfolio. Defining what the chain needs to look like two quarters from now and building toward it. Demand planning and S&OP. Building a real planning discipline: demand forecasts tied to sales velocity, campaign calendars, and launch schedules, with inventory targets of six to eight weeks of coverage held deliberately rather than accidentally. Balancing stockout risk against cash tied up in inventory, and making that trade-off visible to leadership. Sourcing and supplier strategy. Owning the OEM supplier portfolio: qualification, commercial negotiation across pricing, MOQ, payment terms and lead times, dual sourcing on high-velocity products as standing policy, and the supplier scorecard that keeps performance honest. Holding the two to three week request-to-warehouse-ready sourcing standard as the portfolio grows, and directing the China-based sourcing function rather than doing every negotiation personally. Logistics and cost architecture. Owning per-unit landed cost as a managed number. Current per-shipment costs run six to eight dollars and the mandate is to drive them toward industry benchmarks through competitive bidding, volume-based negotiation, and routing discipline across two or more shipping partners. Managing cross-border logistics for both DTC and the Amazon FBM channel. Quality and returns. Owning the returns and defect management loop with Customer Support: tracking quality patterns, taking them back to factories with data, and preventing recurrence structurally. Quality is a system you design, not a stream of incidents you absorb. Team and function building. Hiring, developing, and holding accountable the supply chain team, starting from the current structure and scaling it with the portfolio. Documenting SOPs, dashboards, and reporting so the function is visible, auditable, and not dependent on any single person, including you. Deciding when and how the function graduates from lean tooling to proper systems. Cross-functional leadership. Ensuring launches never surprise the chain and the chain never surprises a launch. Looping in Marketing, CX, Finance, and the marketplace team before decisions land, and reporting function KPIs (landed cost per unit, lead time, fulfillment accuracy, stock coverage, defect rate) to leadership on a fixed cadence.