Senior Vice President, Operations

THE ORGANIZATION

Sirius designs and manufactures chemical injection systems and instrumentation packages for upstream and midstream oil and gas operators. Their equipment runs in some of the harshest production environments in the world – Western Canada, the Permian, and increasingly the Middle East, Africa and Latin America – where precision matters and downtime costs money. Their technologies help eliminate greenhouse gas emissions, improve injection accuracy, and reduce manpower and chemical costs – two of their customers’ largest expenses. The portfolio includes solar-powered and AC chemical injection systems, environmentally friendly tank systems, and advanced automation technologies.

Founded in April 2003 in Alberta, Canada, Sirius is headquartered in Edmonton with U.S. operations in Midland, Texas (operating as Sirius Controls Inc.) since 2017. Sirius is a registered corporation with APEGA (Association of Professional Engineers) and was awarded the 2018 “Clean Technology Innovation” Award by CETAC-West. Since December 2024, Sirius has been backed by a private equity sponsor and is executing a multi-year growth plan across both countries, while adding key international markets.

Sirius’s Core Values define their culture, drive their work, and guide their commitment to excellence. They are the operating standard for every member of the team – and the Senior Vice President, Operations is expected to model and reinforce them.

Core Values

Continuous Innovation: Innovation begins with listening to understand and transforms curiosity into impactful solutions. It is a continuous improvement loop that channels learning back into our products, processes, and people.

Integrity: We do what we say we will do. We take responsibility for our actions and own our commitments to become trusted advisors that clients rely on.

Collaboration: We achieve excellence by working together with trust, humility, open communication, and a shared purpose. Collaboration means ownership across every step of the process.

For more information on Sirius Instrumentation & Controls, please visit their website at: https://www.siriuscontrols.com/.

THE OPPORTUNITY

This is a newly created executive role. Sirius today runs two capable country operations – a U.S. manufacturing and field service business led from Midland and a Canadian manufacturing business led from Edmonton – each reporting directly to the CEO. The Senior Vice President, Operations consolidates both under a single operations executive and builds the group-level operating discipline the next phase of growth requires: one operating cadence, one set of performance standards, one capacity plan, and one voice for operations at the executive table.

The mandate is forward-weighted. Sirius is scaling toward a significantly larger business, and this role exists to build the operational platform that gets it there: the manufacturing capacity to support a step-change in volume, the margin discipline that converts growth into profitability, and the systems foundation – anchored by an ERP implementation targeting a 2027 go-live – that a multi-site, cross-border manufacturer requires. In 12 months, success means the consolidated operations organization is functioning under a common playbook, capacity and margin initiatives are delivering measurable results, and the operations side of the ERP program is on schedule and owned.

RESPONSIBILITIES

In support of the organization’s strategic objectives, the successful candidate will be accountable for the following key responsibilities:

Operations Leadership and Platform Integration

• Lead all operations across both countries through the U.S. Vice President, Operations and the Canadian General Manager, with full accountability for safety, quality, delivery, and cost.
• Support the leaders in resolving day-to-day operational issues as they arise including inventory shortages, manpower and staffing gaps, and at-risk customer deliveries clearing escalated roadblocks quickly, so commitments hold. Establish a common operating cadence: KPIs, scorecards, and review rhythms that give the CEO consistent view of operational performance.
• Integrate two historically independent country operations into a single operating model while respecting what works locally with collaboration and ownership across every step of the process.
• Own operations’ annual operating plan, capital plan, and headcount plan; present operational performance and investment cases to the CEO.
• Serve as the executive voice of operations in strategic decisions: make-vs-buy, footprint, capacity investment, and new market entry.
• Keep the customer at the centre of operations: protect on-time delivery and responsiveness, and ensure the voice of the customer shapes operational priorities across both plants.

Capacity Scaling and Growth Readiness

• Develop and execute the manufacturing capacity roadmap including equipment, footprint, shifts, and workforce that are required to support a multi-year step-change in production volume.
• Scale the Midland, Texas operation in line with U.S. demand growth, including facility, workforce, and supply base readiness.
• Build workforce plans with HR that stay ahead of the production ramp: hiring, training, and retention of skilled shop and field personnel in two tight labour markets.
• Prepare the operational foundations for future international expansion, including the manufacturing, logistics, and quality implications of serving new regions.

Margin Expansion and Operational Performance

• Own the operational levers of gross margin including labour productivity, throughput, scrap and rework, overtime, and overhead absorption across both plants.
• Drive a disciplined continuous-improvement program that is visible, measured, and tied to financial results, building on lean principles across shop and support functions.
• Partner with Finance on standard costing, variance analysis, and the operational data that supports accurate product costing and pricing decisions.
• Leverage the incoming Supply Chain leader to consolidate spend, strengthen supplier performance, and capture procurement savings across both entities.

ERP Operational Workstream

• Own the operations workstream of the company-wide ERP implementation targeting a 2027 go-live, working alongside the Director of ERP Implementation and the finance organization.
• Drive the operational data foundations the system requires including bill-of-material accuracy, routings, inventory accuracy, and cycle count discipline.
• Lead shop-floor readiness including process standardization, user training, UAT participation, and cutover planning, so both plants go live without disrupting customer commitments.
• Ensure the post-go-live operating model (MRP-driven planning, shop-floor data capture, real-time inventory) is adopted and sustained, not just installed.

Supply Chain, Quality, and HSE

• Assume leadership of Supply Chain, Quality, and HSE as these functions consolidate under the role within the first year.
• Integrate the newly hired Supply Chain leader and establish group-wide procurement, planning, and logistics practices across both entities.
• Plan inventory ahead of new product rollouts and demand growth – staging material and build over time so launches and volume ramps are fully supported without overstocking – and report rollout readiness in the monthly update.
• Maintain the inventory checks and balances the growth plan depends on: hold inventory at target levels, keep stale and obsolete stock out of the system through disciplined review and recycling or disposition, and keep cycle-count accuracy on track.
• Champion a quality system that protects the company’s reputation for precision equipment in demanding field environments – we do what we say we will do.
• Keep quality and customer nonconformances on track: drive timely root-cause corrective action on internal nonconformances and customer NCRs and hold both on a downward trend across both plants.
• Lead the safety culture personally and visibly: zero personal safety incidents and an environmental incident-free facility are achievable, and every incident is preventable.

Leadership and Talent Development

• Develop the two country operations leaders as strong leaders of their businesses, with clear accountabilities and room to run.
• Coach and guide the leaders through their daily operational and leadership decisions as a hands-on sounding board when they need one, while preserving their accountability and room to run.
• Build succession depth across plant leadership, supply chain, and quality so the operations organization scales without single points of failure.
• Model and reinforce the company’s values including continuous innovation, integrity, collaboration, and safety – across a workforce that spans office, shop floor, and field.
• Foster one operations culture across two countries: shared standards, shared wins, and honest, direct communication between sites.
• Build a workplace people are proud to be part of – with the VP, Operations and the General Manager, actively gauging engagement, surfacing where morale is slipping on the shop floor, and acting on it to attract and retain skilled people in two tight labour markets.

Performance Reporting and CEO Cadence

• Deliver a monthly operations report to the CEO – a regular, consistent update that consolidates both countries on one common KPI set, so U.S. and Canadian performance is measured the same way and rolls up to a single group view.
• Frame every report against plan and prior period, with commentary on trends, risks, and corrective actions – a decision tool for the CEO, not a data dump.

MEASURES OF SUCCESS

• Develop and execute the 2027 Operations Business Plan, in partnership with the CEO, by establishing an integrated North American Operations function with standardized operating rhythms, KPIs, workforce and capital planning, and successfully delivering the agreed-upon strategic priorities and business objectives by the end of 2027.
• Stabilize the Operations organization through strong employee retention, successful integration of the Supply Chain leader, consolidation of Quality and HSE, and development of the Canadian and U.S. Operations leaders to build long-term succession strength.
• Improve operational performance and ERP readiness by delivering measurable gains in productivity, throughput, quality, procurement efficiency, and inventory accuracy while successfully leading the Operations workstream of the ERP implementation toward the 2027 go-live.

THE INDIVIDUAL

Given the pivotal role this individual will be expected to play in achieving the strategic objectives of the company and in supporting the success of the organization, it is essential that the successful candidate possess the following education, experience, competencies and attributes:

Education

• Post-secondary education in Engineering (Mechanical, Electrical, or a related discipline), Business, Supply Chain, or a related field. An equivalent combination of education and senior leadership experience will also be considered.
• Certification or formal training in Continuous Improvement methodologies (e.g., Lean, Six Sigma, or equivalent) would be considered an asset.

Experience

Must-have:

• 15+ years of progressive operations leadership in manufacturing, including senior leadership of multi-site operations.
• Multi-site, cross-border operations leadership having experience leading manufacturing operations in more than one location and understanding the discipline it takes to align them.
• P&L accountability for an operation
• A proven scaling record: you have taken a manufacturing operation through significant growth – at least a doubling of volume or revenue – and built the capacity, team, and processes to sustain it.
• A demonstrated continuous-improvement track record with measurable productivity, quality, or margin results.
• The executive presence to operate as a direct report to the CEO, present to a board, and represent operations with customers and investors.

Nice-to-have:

• Oil and gas equipment manufacturing background – chemical injection, instrumentation, skids, or packaged production equipment.
• Hands-on ownership of the operations side of an ERP implementation (MRP, BOM, inventory, shop-floor systems).
• Experience in a private-equity-backed or investor-owned environment with formal value-creation plans.
• Exposure to international operations or export markets.

Competencies and Knowledge

• Strategic Operations Leadership: Develops and executes operational strategies that align people, processes, and resources to support business growth, operational excellence, and long-term value creation.
• Operational Execution & Accountability: Drives results by establishing clear priorities, making sound decisions, following through on commitments, and holding teams accountable for performance, quality, safety, and delivery.
• Leadership & Talent Development: Builds, coaches, and develops high-performing leaders and teams while fostering engagement, succession planning, collaboration, and a culture of continuous improvement.
• Change Leadership: Successfully leads organizational transformation, operational integration, and business improvement initiatives by building alignment, managing change, and driving sustainable adoption.
• Business & Financial Acumen: Makes commercially sound decisions by balancing operational performance, customer expectations, capital investment, productivity, and profitability to improve business results.
• Communication & Influence: Builds trusted relationships through open, transparent communication, influencing effectively across all levels of the organization, and confidently engaging with executive leadership, Boards, customers, and key stakeholders.

Personal Profile

• Servant & Hands-On Leader: Leads by example, rolling up their sleeves to coach, support, remove barriers, and empower others to succeed.
• Results-Oriented: Builds trust through consistent execution, accountability, and delivering on commitments.
• Self-Directed: Takes initiative, anticipates challenges, and operates with minimal direction while keeping stakeholders informed.
• Collaborative: Brings people together across functions and geographies to achieve shared goals.
• Resilient: Thrives in a fast-paced, growth-oriented environment and remains composed under pressure.
• Continuous Improvement Mindset: Constantly looks for opportunities to improve people, processes, and operational performance.

COMPENSATION

An excellent compensation package awaits the successful candidate.

LOCATION

Edmonton, Alberta

WORK ENVIRONMENT

This position is an in-person opportunity, working on-site.

TRAVEL

Travel to Midland, Texas will be required (approximately 25%). Must have a valid passport.

HOW TO APPLY

For the opportunity to join our client in the role of Senior Vice President, Operations please email your resume to DreamBig@profoundtalent.com referencing Position ID # ACSJ-458885. Should you have an inquiry regarding this position, please contact Max Frank at 587-200-0114 ext. 102 or Terri Davis at ext. 101.

For further information on ProFound Talent Inc. please visit: www.profoundtalent.com

EQUAL OPPORTUNITY

ProFound Talent is a woman owned and operated business, recognized and certified by Women Business Enterprise (WBE). We pride ourselves in supporting equity, diversity, and inclusion initiatives in our recruitment processes and in our work environment, where every individual feels valued and respected. We welcome applications from all qualified individuals to which you may confidentially share your accommodation needs at time of application. We will adjust our processes to ensure you have an inclusive, fair, and respectful experience that allows you to represent yourself in your unique and most authentic way.

We thank all applicants for your submissions, however only candidates being considered for this role will be contacted.