SVP, Operations & Supply Chain

Cornerstone Building Brands is a leading manufacturer of exterior building products for residential and low-rise non-residential buildings in North America. Headquartered in Cary, N.C., we serve residential and commercial customers across the new construction and Repair & Remodel (R&R) markets. Our market-leading portfolio of products spans vinyl windows, vinyl siding, stone veneer, metal roofing, metal wall systems and metal accessories. Cornerstone Building Brands’ broad, multi-channel distribution platform and expansive national footprint includes more than 18,800 team members at manufacturing, distribution and office locations throughout North America. Corporate stewardship and Environmental, Social and Governance (ESG) responsibility are embedded in our culture. We are committed to contributing positively to the communities where we live, work and play. For more information, visit us at  http://cornerstonebuildingbrands.com . The Senior Vice President (SVP), Operations & Supply Chain is a senior leadership role responsible for the end-to-end operational performance of the Windows & Doors Business Unit (BU), directly enabling delivery of the BU’s customer value proposition. This leader owns the strategy, execution, and accountability for the operational metrics that matter most to customers and the business: safety, quality, delivery, cost, and workforce stability. This role requires a leader who can operate effectively across a matrixed organization — balancing centralized standards and capability-building with regional/commercial execution needs — and who leads primarily through influence, cross-functional partnership, and organizational credibility rather than through direct control alone. Key Accountabilities & Metrics The SVP will build strategy for, and hold the organization accountable to, the following core operational metrics: Safety Performance – Total Recordable Incident Rate (TRIR) Quality – Field Failure Rate Delivery – On Time in Full (OTIF) Cost – Conversion Cost People – Employee Turnover Rate These metrics represent the core operating scorecard for the role and will be the primary basis on which performance is evaluated. The SVP is expected to translate BU strategy into a clear operating plan against each metric, cascade goals through the regional and functional organization, and drive disciplined execution and course-correction. Areas of Leadership Responsibility 1. Operations Lead the Regional Operations organization, structured to align with the BU’s regional commercial/GM structure. Set the operating strategy, standards, and performance expectations across all regions, ensuring consistent execution against safety, quality, delivery, cost, and people metrics. Drive operating rigor through structured performance reviews, root-cause problem solving, and rapid escalation/resolution of operational risk. 2. Supply Chain Own end-to-end Supply Chain strategy and performance, including: Procurement Inventory Management Sales & Operations Planning (S&OP) Sales & Operations Execution (S&OE) Transportation/Logistics Ensure supply chain strategy is tightly integrated with commercial demand signals, manufacturing capacity, and customer service commitments (OTIF). Build resilient, cost-effective supply networks that support growth while managing working capital and total landed cost. Directly lead Supply Chain team through talent development, succession planning, and performance management. 3. Manufacturing Engineering Lead centralized and regional Manufacturing Engineering teams responsible for: Capital project planning and execution (CapEx) Machinery and equipment optimization Process improvement initiatives that enable scale and throughput Ensure capital deployment is prioritized against strategic operating needs and delivers expected ROI, capacity, and quality outcomes. Partner with Operations and OpEx to translate engineering improvements into sustained operating performance gains. Directly lead Manufacturing Engineering team through talent development, succession planning, and performance management. 4. Operational Excellence — Safety, Quality & Continuous Improvement Provide strategic direction and significant influence over centralized and regional Operational Excellence teams, despite a dotted-line (indirect) reporting relationship. Drive enterprise-wide standards, systems, and culture for: Safety – programs and practices that drive continuous TRIR improvement Quality – systems and root-cause discipline that reduce field failure rates Continuous Improvement – lean/CI methodology deployment to improve cost, quality, delivery, and productivity Build strong governance and communication routines with OpEx leadership to ensure alignment despite the matrixed structure, using influence, shared metrics, and joint planning to drive results. Additional Core Responsibilities Strategic Planning: Develop and own the multi-year Operations & Supply Chain strategy in alignment with overall BU strategy and growth objectives; translate strategy into annual operating plans and budgets. P&L / Cost Ownership: Own conversion cost performance and broader operating cost structure; identify and execute productivity, efficiency, and margin improvement initiatives. Cross-Functional Partnership: Serve as a key operating partner to Commercial/Sales, Finance, HR, Product/R&D, and Customer Service leadership to ensure operations strategy supports enterprise goals and the customer value proposition. Talent & Organizational Leadership: Build and develop a high-performing leadership bench across Operations, Supply Chain, and Manufacturing Engineering; drive succession planning and talent development, particularly in the Regional Operations leadership layer. Culture & Employee Engagement: Own strategies to improve employee turnover and engagement across the operating footprint, partnering closely with HR on frontline retention, workforce planning, and leader