Operations Executive in London

The one who keeps the engine honest. There is a version of this job that nobody notices. The orders go out. The stock levels look fine. The POs land on time. The warehouse runs clean. From the outside, nothing happened. You know that everything happened. You made it happen. The discrepancy you caught before it hit the P&L. The supplier you chased before the delivery window closed. The coverage gap you flagged a week before it became a stock-out. None of it shows up in a presentation. All of it shows up in the numbers.

That is what attracts you to this kind of work and what frustrates you about most places that offer it. The craft is real. The consequence is real. But in most organisations, the person who does it best is invisible — buried in a slow system, working around tools that weren't built for scale, in a company that hasn't figured out what great execution is actually worth.

Healf is Europe's fastest-growing company. Number one on the FT1000, number one on the Sifted 100. From £1m to over £100m in under three years, with a small, talent-dense team and an electric culture with day one founder intensity. Now we're aiming for £1bn in the next three. We curate the world's best wellbeing brands across The Four Pillars™: EAT, MOVE, MIND, SLEEP.

Healf ships hundreds of thousands of orders across 100+ brands. At that volume, the inventory function is not a back-office operation. It is one of the highest-leverage points in the business. A single out-of-stock in a top-selling category costs more than it appears on the surface. A PO raised with the wrong pricing compounds quietly until someone finds it. A coverage gap that nobody flagged early enough becomes a crisis that takes a week to unwind. These are not edge cases. They are the normal failure modes of a fast-scaling, multi-brand operation — and the only thing standing between them and the P&L is someone who owns the detail with enough precision and enough commercial sense to catch them first.

What you will own:

• The inventory planning and ordering cycle. Replenishment recommendations reviewed and acted on. Purchase orders raised accurately and on time — correct pricing, pack sizes, lead times, delivery details. Data discrepancies caught and corrected before they cascade.
• Inbound logistics from approval to arrival. POs tracked through the chain. Suppliers and warehouses coordinated on booking slots and delivery dates. Received stock booked in correctly. Discrepancies logged and escalated — not absorbed.
• Stock health and visibility. Regular reporting on coverage, slow movers, and potential stock-outs. Risks flagged early with enough context that the right people can act, not just react.
• Day-to-day exception handling. Part-shipments, short-dated stock, damaged goods, mis-picks. You resolve what can be resolved and escalate what can't — with data, with context, and with a recommended course of action rather than just a description of the problem.
• Process improvement and automation. You follow SOPs consistently and you improve them when they break. You test new tools from the ground up and give practical feedback from actual use.

What you will have built in a year:

• A track record of executional outcomes: stock-outs prevented, discrepancies caught before they cost real money, processes tightened because you found where they were leaking.
• Deep working knowledge of a fast-scaling, multi-brand e-commerce supply chain — the kind that takes years to build anywhere else.
• Fluency with AI tooling that puts you years ahead of anyone doing this role the conventional way.
• A reputation inside the business as the person the commercial team trusts when they need to know if the numbers are real.
• A clear path forward in a company that promotes on output, not tenure.

You have an ownership mindset that most people in operational roles don’t. You don’t wait to be asked to check something that doesn’t look right. You don’t let a discrepancy sit because it’s technically someone else’s problem. When something goes wrong in your area, your first instinct is to fix it — not to document that it wasn’t your fault.

You are process-disciplined in a way that is almost compulsive. You build routines. You create checks. You notice inconsistencies before they become patterns. The standard you hold yourself to is not the standard that was asked of you. It is the standard you decided on.

You think commercially about operational work. A purchase order is not an admin task to you. It is a commitment with downstream consequences — on margin, on stock health, on the customer experience. You understand what you are actually doing and you act accordingly.

You move fast without breaking things. High volume, shifting priorities, a manual that is never quite up to date — this is the environment you find energising, not exhausting. You adapt quickly and you keep the quality consistent.

You are curious about AI in a way that goes beyond the surface. You have used it to make your own work faster, sharper, or more accurate. Not because someone told you to. Because you wanted to see what was possible.

Wellbeing is not just the industry you happen to work in. You track your sleep. You think about what you eat. You have tried the products. The idea of building your career inside a company whose mission you actually believe in doesn’t feel like a bonus. It feels obvious.

The deal: Competitive base for the right person. We ask a great deal of the people who work here. We expect full ownership and a genuine commitment to give this chapter everything you have. In return, we will give you the same: everything we have, invested in your growth, your wellbeing, and the defining skills of the next decade.

If the most important work of your career is ahead of you, this is the place to do it.

One question: Include your answer in your CV or cover letter attachment when you apply. A supplier confirms a large PO and then, four days before the expected delivery, tells you they can only fulfil 40% of the order. The products are across three of your top-selling categories and you are already showing low coverage on two of them. Walk us through the first 48 hours. What do you prioritise, who do you involve, and what do you tell the commercial team? 200 words. Plain English. No templates. Show us how you think.