Head of Supply Chain Transformation
Location: Dublin (Global scope)
Reporting to Chief Operating officer
Life Scientific is not a traditional agriculture company.
We are a science-led business that has built a defensible position in generic agrochemicals, taking established molecules, reverse-engineering them and getting them registered fast, across Europe and beyond. Thirty years of regulatory expertise, an asset-light operating model, and a portfolio of own-brand products sold in more than twenty markets.
We are growing at pace. Revenue is on a trajectory from c.€120m to €270m by FY31. We are entering the United States. The next five years will demand a different supply chain to the one that got us here.
But one of our biggest levers is under-optimised:
It works, but it has grown organically, and the opportunity to connect it into a more coordinated, commercially driven engine is significant. As we scale beyond Europe into North America, that step-change becomes essential.
That is the opportunity this role exists to capture.
This is a transformation role, not a maintenance role.
You will take a supply chain that has scaled with the business and build it into a coordinated, data-driven, commercially impactful engine.
Make supply chain a profit centre, not a cost centre.
You will report directly to the COO, with full scope across all supply chain activities, and a direct line into the strategic decisions that shape the business.
Our supply chain supports a portfolio of 50 registered products across 19 markets, delivered through a virtual supply chain model, leveraging a network of external manufacturing and logistics partners rather than owned infrastructure.
We have grown revenue 123% over the past five years and delivered a complex multi-jurisdictional portfolio through a virtual model. But planning, sourcing, logistics, regulatory, and commercial sit closer to parallel tracks than to one connected system. As we scale into North America and double the business, that gap becomes the single largest constraint on margin and speed.
Build the operating model that ties external partners, internal functions and commercial decisions into one coherent system: one set of numbers, one cadence, and clear accountability.
2. Shift from Reactive to Predictive
Build demand planning, scenario thinking and forward visibility, so the business stops firefighting and starts leading.
3. Embed Supply Chain into Commercial Decisions
Bring cost, margin and constraints into pricing, product launches and market choices. Be a voice at the table, not a downstream function.
4. Drive Margin Improvement
Optimise suppliers, inventory, logistics and network decisions. Find and capture the value that currently sits on the table, through supplier consolidation and renegotiation, formulation and packaging optimisation, logistics network design, and working capital. Find the value, capture it, prove it.
5. Turn Data into an Advantage
Define the right KPIs, build visibility, and create the reporting infrastructure that enables faster, better decisions.
6. Strengthen External Partnerships
Move key supplier and logistics relationships from transactional to structured, performance-driven partnerships. In a virtual supply chain model, partner relationships are the supply chain. Make Life Scientific the partner of choice for the toll manufacturers, formulators and logistics providers we depend on.
7. Lead and Develop the Team
Inspire and build a supply chain function that is high-performing, commercially minded and capable of scaling with the business.
You’ve transformed a supply chain before, not just managed one.
Experience in a regulated manufacturing environment - agrochemicals, pharma, specialty chemicals, or any sector where sourcing is constrained by registrations, specifications, and compliance, not just price and lead time, is desirable. Experience with virtual or asset-light supply chain models, where orchestration and partner management matter more than plant operations, is equally valued. Mindset and track record matter most.
Without a step-change in supply chain capability, we will leave margin, speed and commercial opportunity behind.
This role sits at the centre of that shift, with direct impact on:
We have built something rare: a science-led, asset-light, growth-stage business with a clear strategic runway, a strong shareholder base, and the discipline to execute. Supply chain is the lever we have not yet fully pulled.
We are looking for someone who sees that and wants to prove it.
If you’re excited by the idea of turning a capable but under-connected supply chain into a genuine competitive advantage - we’d love to talk.
