Operations Director

Atida is one of Europe's leading online pharmacy groups, serving customers across 8 markets. In Iberia we operate through Atida Mifarma (/"your pharmacist online/") and Dosfarma, two of the most recognised names in the Spanish online pharmacy and parapharmacy market, generating close to €100M in annual turnover with a team of some 120 people. That commercial position rests on an operation of real scale: ~1.5M orders shipped per year, ~700,000 customers served, a catalogue of 25,000+ products, and an organisation of 60–80 people (employees and outsourced) across warehouse, logistics and customer service, absorbing seasonal and promotional peaks that multiply daily volume several times over. We are looking for an Operations Director to take full ownership of that operation and to build the platform for our next phase of growth. The mandate spans three domains: warehouse and logistics, customer service, and the transformation agenda that will reshape how we operate. The business is growing at double digit rates year on year and the current operating model will not carry it on its own: the logistics operation has to be redesigned to scale, starting with the processes themselves and extending to capacity, footprint and the systems that support them. This is a role for an operator. Someone accountable for the numbers, present where the work happens, and equally at ease running a peak season and steering a system implementation. You will join the Iberia leadership team and shape, directly and visibly, how a European category leader is built. You will not do this alone: our Group VP Logistics acts as a thought partner on the critical design decisions, bringing network engineering depth and the practices already proven across Atida's eight markets. The design firepower is available to you; the operation, the decisions and the delivery are yours.

What You'll Do
Run the Warehouse and Logistics Operation ● Own the Albacete fulfilment centre end-to-end: inbound, storage, picking, packing, dispatch and returns. ● Carry the operational P&L: productivity, cost per order, service level, quality and safety. ● Size and flex the operation through peaks and lows, managing temporary labour partners and shift planning. ● Monitor the performance of outsourced warehouse operations, including SLA design, productivity targets, staffing, cost control, quality standards and continuous-improvement plans. ● Manage carrier relationships and last-mile performance, from cost negotiation to delivery promise kept. Deliver the Logistics Transformation Agenda ● Redesign the operating model: start with the processes, not the tool. Challenge how the operation works today, simplify, standardise and eliminate non-value-added activity, and design the target model that has to absorb the next phase of growth. ● Put the systems behind the design (e.g. WMS / SGA): translate that design into a systems agenda. A WMS/SGA change is a possible next step: if so, build and own the business case, run the selection, and lead the implementation through go-live and stabilisation. ● Warehouse sizing and layout: capacity planning, storage strategy, and the automation and mechanisation roadmap. ● Run projects with real discipline: scope, budget, milestones, risk, and a plan for keeping the operation running while it changes underneath you. Turn Customer Service into a Competitive Advantage ● Raise the bar on the customer

experience:
in a market where price and delivery promise converge, service is where we differentiate. The ambition is not to match the sector standard but to make service a recognised reason to buy from Atida Mifarma and Dosfarma. ● Own contact volumes, response and resolution times, and quality of interaction. ● Use customer service as the early-warning system for operational defects, not only as a cost centre. ● Build the feedback loop from customer contacts back into product, warehouse, procurement and carrier decisions. ● Develop the team and the service model as volumes and channels grow. Drive Performance and Process Improvement ● Build and own the operational dashboard; challenge the numbers and act on them. ● Own a structured continuous improvement roadmap for operations, translating operational improvements into measurable P&L impact through clear baselines, robust business cases, implementation plans and post-implementation performance tracking. ● Partner with commercial, procurement, finance and tech to align capacity with the growth plan. ● Represent operations in the Iberia leadership team and in group forums. ● Optimise slotting, storage policies and warehouse capacity to maximise space utilisation, reduce operational inefficiencies and prevent capacity bottlenecks. What You Bring Hard Skills ● 8–12+ years in operations, with at least 3–5 years running a site or multi-activity operation as Site Manager, Operations Manager or Platform/Plant Director. ● Hands-on delivery of a WMS / SGA i