Right now, somewhere in the United States, a bride is refreshing a tracking number....
Her bouquet does not exist yet.

It gets handcrafted, stem by stem, by the team on our floor in Monterrey. Her wedding is on a Saturday. Saturday does not slip because we had a bad Tuesday.

That is the job. You run the floor that makes sure she gets it.

What you own
Manufacturing. That is the role. You run the production floor day to day with a team of 100 people.

Two very different flows share your floor, and keeping both alive at once is the presente craft of this job:

High-volume standard production. Our catalog SKUs. Predictable, measurable, and the place where every point of efficiency you win drops straight to the bottom line.

Custom wedding builds. Made-to-order bridal work, handcrafted against a fixed date, no second attempt. It is the most visible thing we make and the least forgiving.

Most production leaders can run one or the other. The person we hire can run both in the same building on the same day... without one quietly starving the other.

The part that is not in the title...
We are a 100-person company, not a 5,000-person plant. So here is the honest version.

Manufacturing is where you live. But some weeks, we need to quickly hire staff - and you'll be drawn into helping with a hiring push, a training program that does not exist yet, a supplier problem, or a packaging change that needs someone on the floor to actually test it.

We are not going to pretend that away. If "that is not my department" is a sentence you use, this will be a miserable job for you.

If you read that and thought good, that is how you actually learn a business , keep reading.

A normal Tuesday?
You are on the floor before the line starts, looking at yesterday's numbers and today's plan.

By 9am you know your two problems: one build station is behind on a wedding order shipping Thursday, and a standard SKU is short a component. You move labor, you flag the shortage, you protect the wedding date.

Mid-morning you are coaching a front-line lead through a conversation she is not comfortable having yet, because in a year she should be running a shift without you.





After lunch you pull ERP and WMS data and find the reason the last three late orders were late. It is not the people. It is a step in the process, and you kill it this week instead of writing a memo about it.

Before you leave, you know whether you hit today's output and ship targets. Not roughly. Exactly.

That is the rhythm. Floor, numbers, people, process. Every day.

How we will know you are winning
We define your targets with you, in writing, before you start. No surprise scorecards six months in.

On-time ship rate, with wedding-dated orders tracked separately and held to a higher bar
Daily output against plan, on both standard production and custom builds
First-pass quality, because rework on a handmade product is pure margin burned
Cost and labor hours per unit, trending down without quality moving
Your supervisor bench: how many front-line leaders you developed, and how fast new hires reach standard

How we operate.
Culture fit is the number one thing we hire on. Skills are teachable. This is not.

We have a genuine will to win, and no work is beneath us. If the pallet needs moving and you are the one standing there, you move the pallet.

We do more with less, and we do it fast. Creativity beats budget here.

We run on data. The only real arguments we have are about how the data was collected and analyzed. Opinions do not win here. Numbers do.

We treat every problem as a chance to get better. Nobody gets punished for surfacing a bad number. People get in trouble for hiding one.

We run on EOS and Traction , with Scaling Up and OKRs as frameworks we borrow from.

Do not apply if...
You want a stress-free corporate 9 to 5. This is a demanding pace, and some stretches are long days.




You manage from an office and send emails to the floor.
You need a fully built org around you: recruiting, training, engineering, and analytics teams to hand you finished answers. Here, a lot of that is you.
Your lean experience is a certificate rather than kaizen events you personally ran.
You need a plant of 1,000 people to feel like the job is worth doing.

What you need

2-plus years running a production or assembly floor , directly responsible for 40 or more people, whether through front-line leads or directly
Hands-on lean manufacturing and kaizen. You have run the events, not just studied them
Fluent written and spoken English. You will be on daily calls with the US team. This one is not flexible
Real comfort in ERP and WMS systems , and the rest of the software a business actually runs on
Strong with data: Excel and Google Sheets, pivot tables, VLOOKUP or XLOOKUP. You should be able to answer your own questions without waiting on anyone
Able to be on-site daily in Monterrey (Finsa Guadalupe)
References you are happy for us to call

Strongly preferred: experience in hand-assembly or made-to-order manufacturing. Furniture, decor, packaging, promotional goods, apparel, or maquila-style assembly all translate far better here than automated high-volume lines. DTC or eCommerce exposure is a plus, not a requirement.

What you get
A floor you actually own, with the authority to change how it runs
Direct line to company leadership, and a real seat in where this operation goes next
Clear, pre-defined targets and a clearly-defined compensation philosophy , so growth is not a mystery
No politics, no busy work, no decks nobody reads
A front-row seat while a 100-person company becomes a 100-million-dollar one

How hiring works
An initial soft interview first. Then a long-form, live technical interview where we go deep on how you actually run a floor.

Average time to hire: 8 to 10 days. We move fast, and we will walk you through the long-term vision of this operation so you can decide if you want to build it.

Apply now and expect to hear back this week!

📌 Jefe de Producción (Monterrey)
🏢 Sola Wood Flowers
📍 Monterrey