Head of Supply Chain Transformation
Life Scientific - Dublin, Ireland (Global Scope)
Reporting to Chief Operating Officer
Life Scientific operates at the heart of a $250 billion global crop protection market. Founded in 1996 on the campus of University College Dublin, we have built something genuinely rare: a science-led, asset-light business that reverse-engineers off-patent crop protection products - molecule for molecule - and achieves regulatory registration fast, across Europe and beyond.
Nearly thirty years of regulatory expertise. A portfolio of own-brand products sold in more than twenty markets. Backed by InVivo, Europe’s largest agricultural cooperative. Led by Nicola Mitchell, EY Entrepreneur of the Year.
We have grown from a contract research company to a business generating €120m in revenue today, with long-term ambitions that place us comfortably into the billions. We are entering the United States. We are entering our most ambitious chapter yet. And we need a supply chain that can take us there.
Our supply chain supports a portfolio of 50 registered products across 19 markets, delivered through a virtual model - leveraging a network of external manufacturing and logistics partners rather than owned infrastructure.
We have grown revenue 123% over the past five years. But demand planning, sourcing, regulatory and commercial functions currently operate closer to parallel tracks than to one connected system. In your first quarter you will find each working off different numbers. As we scale into North America and pursue our revenue ambitions, that misalignment becomes the single largest constraint on margin and speed.
This role is the person who fixes that - and builds the operating model, the technology layer and the cross-functional relationships that turn supply chain into a genuine competitive advantage.
Supply chain sits inside pricing, launch and market-entry decisions at Life Scientific - not outside looking in, and not consulted after the fact. That is the mandate on offer.
Reporting Structure & Team
This role reports to the Chief Operating Officer and sits on the extended leadership team. You will inherit an experienced supply chain team and will be responsible for its ongoing development, structure and performance.
Design and implement an integrated supply chain operating model that ties external partners, internal functions and commercial decision-making into one coherent system - one set of numbers, one cadence, clear accountability
Establish robust change introduction governance covering any meaningful change to production, product specification, quality, toll manufacturers, co-formulants or packaging
Drive Cross-Functional Integration
Build Demand Planning and Forward Visibility
Optimise suppliers, inventory, logistics and network decisions through supplier consolidation and renegotiation, formulation and packaging optimisation, logistics network design and working capital management
Build Sourcing Resilience
Deliver on the Technology Programme
Strengthen External Partnerships
Unlock Portfolio and Pipeline Value
Lead and Develop the Team
What Success Looks Like at 12–18 Months
Within your first 12 to 18 months, you will have:
Background 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
Track record and mindset matter most. We are looking for someone who has genuinely transformed a supply chain, not just managed one - someone who thinks in margin, trade-offs and business impact, and who is energised by the prospect of building something that will compound in value long after the transformation phase is done.
We offer a competitive executive-level compensation package commensurate with the scope and seniority of this role, including base salary, annual bonus and benefits. Full details will be discussed with shortlisted candidates.
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. A business that has gone from a UCD campus start-up to a global operation in thirty years - and is now entering its most ambitious chapter.
Supply chain is the lever we have not yet fully pulled. This role sits at the centre of that shift - with direct impact on group profitability, commercial agility, operational resilience, and our ability to scale into new markets and new product lines.
The mandate is real. The backing is there. The runway is long.
