Commercialization Manager

We need to output HTML fragment with sections: headings

for sections like About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. Only include sections that have real specific content. The posting includes: About The Role (we have that), Core Responsibilities (list), What You Bring (qualifications/skills), How We Measure Success (maybe could be considered as metrics but not a standard heading; we could treat as maybe "Performance Metrics" but not in list; we should only use allowed headings. The allowed headings list: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We can map sections accordingly. We have About The Role content: we can put under

About the role

with paragraphs. Responsibilities: we have Core Responsibilities list (bulleted). Use

• . Requirements/Qualifications/Skills: The posting has "What You Bring" which includes experience, understanding, track record, ability, communication skills, developing early-career, comfort with ERP. These could be qualifications/skills. We need to decide which heading to use. Could split: Qualifications (experience, understanding, track record, ability to assess risk, communication skills, developing early-career, ERP comfort). Skills maybe similar. But we should not create thin sections; better to combine into one section maybe "Qualifications" or "Skills". The instruction: Prefer a few substantive sections over many thin ones. So we could have one section for Qualifications/Skills combined under

  Qualifications

  (or Skills). Choose Qualifications. We also have "How We Measure Success" which is not a standard heading; we could maybe treat as part of About the role or Responsibilities? It's about metrics; could be omitted if not matching allowed headings. But we must preserve ALL substantive information; we cannot drop it. We could incorporate it into a section like "Performance Metrics" but that's not allowed heading. However we could embed it under About the role as a paragraph. The instruction: Use headings only for those specific section names. It didn't forbid other headings, but says use

  for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It implies we should use those headings for sections; but we could also add other headings? Probably safer to stick to those. We can incorporate the "How We Measure Success" content into a paragraph under About the role or Responsibilities. Since it's about measuring success, maybe under About the role. We also have "Our Commitment to You" at end; that's boilerplate? It's about commitment; could be considered as Benefits? Not exactly. It's not benefits like pay, schedule. Could be omitted? It's substantive but not matching allowed headings. Could we put under Benefits? Not really. Could we drop? The instruction: Remove cookie/navigation/legal/EEO/equal-opportunity/scam-warning boilerplate, duplicated lines, and application instructions. This is not boilerplate; it's a commitment statement. Might be considered part of "About the role" or maybe we could create a section "Benefits"? Not appropriate. Could we include as a paragraph under About the role? It's about company commitment to employees; could be considered as part of role description. We'll include it as a paragraph under About the role. We also have "Our Mission and Purpose", "Korpack’s Promise", "Culture: The Korpack Difference" at top; that's company overview, not directly about role. Could be considered as About the role? Might be considered boilerplate? It's not boilerplate but it's company description. The instruction: Preserve ALL substantive information; do NOT invent or summarize away detail. So we need to include that info somewhere. Could be placed under About the role as introductory paragraphs before role specifics. That seems fine. Thus final HTML:

  About the role

  with paragraphs covering mission, purpose, promise, culture, then role description (About The Role paragraph). Then maybe a second paragraph for "What You Own" etc? Actually "What You Own" is part of role description; we can include as paragraphs. Then

  Responsibilities

  with
  • list of Core Responsibilities. Then

    Qualifications

    with paragraphs covering What You Bring (experience, understanding, track record, ability, communication skills, developing early-career, ERP comfort). Could also include How We Measure Success as a paragraph under Qualifications? Might be better as separate section but not allowed. Could add as a paragraph under Qualifications about success metrics. We must not include Pay, Benefits, Schedule sections because not specified. We must not repeat job title as heading. We must not include Job ID etc. We must output only HTML fragment. Let's craft. We need to ensure we preserve all substantive information: mission, purpose, promise, culture, About The Role, What You Own (list of bullet points? Actually it's prose with bullet-like sentences). We'll convert to paragraphs. Core Responsibilities list: we need to capture each bullet. What You Bring list: we need to capture each bullet. How We Measure Success list: we need to capture each bullet. Our Commitment to You: paragraph. Let's extract details. Mission and Purpose paragraph: "Our mission is clear: to be North America’s premier packaging solutions provider, simplifying client operations with innovative, technology-driven solutions. We are fueled by the values instilled by Nick Novy, aiming to not just meet but exceed industry benchmarks. Our purpose is to empower our customers with smarter business decisions through our expertise." Korpack’s Promise: "Korpack stands for more than just speed. Our F.A.S.T methodology – Fearless, Adaptable, Simplistic, and Technology-driven – is a testament to our approach toward complex challenges. We’re not afraid to dive deep and tackle the toughest packaging puzzles with agility and clarity, all while harnessing the power of technology." Culture: "In the heart of Korpack, there’s a culture that thrives on agility, innovation, and relentless pursuit of excellence. We’re not your typical packaging company. Our start-up spirit combined with our industry experience makes us uniquely dynamic. We embrace challenges, turning them into opportunities to innovate and grow. Our team, akin to a close-knit family, is dedicated to achieving success for our clients. We believe in building relationships based on trust, integrity, and mutual respect." About The Role paragraph: "The 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 Own (list of bullet-like sentences): We'll convert to paragraphs or maybe a
    but we already have Responsibilities section; but What You Own is more detailed role ownership; could be part of About the role. We'll incorporate as paragraphs under About the role. Let's list them: - NPI Execution — Start to Stable: You 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 Integrity: Before 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 & Development: You 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 Success: You 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 Success: A 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 Alignment: Your 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 Improvement: You 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 list (bulleted): - 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 list: - 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 environments How We Measure Success list: - 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 programs How You Work paragraph: "You 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