Position Summary The Team Leader, Product Lifecycle Management is accountable for leading the operating discipline, team, and cross-functional execution required to manage products from introduction through transition and end of life. The role ensures lifecycle decisions are fact-based, financially informed, operationally executable, and translated into coordinated action across Global Forecasting and the broader supply chain. The Team Leader owns governance for launches, substitutions, SKU rationalization, phase-outs, discontinuations, and end-of-life inventory burn-down. The role develops analysts, resolves cross-functional issues within delegated authority, and escalates enterprise tradeoffs with clear options, impacts, and recommendations. Scope of Responsibility Enterprise Product Lifecycle Scope The role operates across the end-to-end planning process and supports decisions spanning: New-product launches, substitutions, phase-ins, phase-outs, discontinuations, and end-of-life decisions within assigned categories. SKU rationalization and portfolio-health analysis using demand, margin, inventory, lifecycle, and operational data. Forecast, inventory, supplier, capacity, customer, and financial implications of product transitions. Product status, effective dates, replacement relationships, assumptions, and decision documentation. Cross-functional alignment among Product, Sales, Forecasting, Supply Planning, Procurement, Finance, and Operations. Process controls, analytics, reporting, and systems supporting product lifecycle execution. Team and Functional Scope Leads Product Lifecycle Management Analysts and provides day-to-day direction, work prioritization, analytical review, coaching, and performance management. The Team Leader establishes standard work, decision quality expectations, lifecycle governance, escalation paths, and consistent execution across categories while partnering closely with the Manager, Global Forecasting. Primary Outcomes A controlled and transparent lifecycle process from launch through end of life. On-time, executable product transitions with clear decisions, owners, dependencies, and milestones. Reduced excess, obsolete, stranded, and transition-related inventory exposure. Fact-based portfolio rationalization that improves margin, inventory health, and operational efficiency. Consistent lifecycle data, status governance, methods, and reporting across categories. A capable analyst team that converts complex data into decisions and follows actions through closure. Essential Duties and Responsibilities Lifecycle Strategy and Portfolio Governance Lead the operating framework for new-product introductions, substitutions, phase-ins, phase-outs, discontinuations, and end-of-life decisions across assigned categories. Establish decision rights, stage gates, required inputs, approval standards, effective-date controls, and escalation thresholds. Ensure portfolio decisions consider demand, margin, inventory, working capital, capacity, supplier commitments, service, and execution complexity. Maintain an integrated view of lifecycle risk and priorities across categories. New-Product and Transition Leadership Direct development of launch and transition plans, including demand assumptions, inventory strategy, supply readiness, system changes, and milestone ownership. Challenge readiness assumptions and prevent launch dates or replacements from advancing without credible execution plans. Coordinate resolution of forecast, inventory, supplier, capacity, customer, and data dependencies. Escalate material gaps with quantified impacts, options, and recommendations. SKU Rationalization and End-of-Life Management Lead recurring portfolio reviews and SKU rationalization using consistent business and operational criteria. Recommend retention, replacement, rationalization, run-out, markdown, redeployment, cancellation, or other actions based on enterprise value. Direct end-of-life inventory burn-down and monitor exposure to excess, obsolete, stranded, and mismatched components. Ensure approved portfolio decisions are implemented across planning, procurement, systems, operations, and commercial processes. Cross-Functional Decision Leadership Lead lifecycle forums with Product, Sales, Forecasting, Supply Planning, Procurement, Finance, Operations, and U.S.-based leaders. Reconcile competing priorities and clarify the decision owner, decision required, options, tradeoffs, and timing. Serve as an escalation point for lifecycle conflicts within delegated authority and elevate enterprise tradeoffs to the Manager, Global Forecasting. Translate decisions into controlled execution and hold owners accountable through closure. Performance, Analytics, and Governance Own lifecycle dashboards and performance measures, including launch performance, transition readiness, forecast performance, margin retention, and inventory burn-down. Ensure lifecycle data, product status, dates, replacement relationships, and approvals are accurate and auditable. Use SQL, Power BI, and planning tools to identify risk, quantify impact, and support executive decisions. Develop and enforce standard operating procedures across categories and monitor compliance. Team Leadership and Capability Building Lead, coach, and develop Product Lifecycle Management Analysts. Set role clarity, workload priorities, performance expectations, development plans, and quality standards. Review analytical work and ensure recommendations are objective, decision-ready, and supported by evidence. Build a culture of ownership, constructive challenge, disciplined execution, and early escalation. Systems and Continuous Improvement Lead improvement of lifecycle workflows, reporting, controls, and integration with planning systems. Partner with Data and Technology teams to improve automation, master data, visibility, and user adoption. Use Copilot, AI, and automation responsibly to increase team capacity and eliminate low-value manual work. Sponsor continuous-improvement and planning-transformation initiatives affecting product lifecycle management. Key Cross-Functional Relationships Works closely with Forecasting, Demand Planning, Supply Planning, Inventory Management, Sales and Commercial teams, Product and Merchandising, Procurement and Sourcing, Manufacturing, Logistics and Transportation, Distribution, Finance, Data and Technology, and U.S.-based business stakeholders. The role must convert analysis into coordinated action across functions and locations. Performance Measures Launch and transition readiness and milestone attainment. New-product forecast performance and transition execution. End-of-life inventory burn-down, margin retention, and excess or obsolete exposure. Timeliness, quality, and implementation of SKU rationalization decisions. Accuracy of lifecycle status, dates, replacement relationships, and governance compliance. Quality and timeliness of escalations, decisions, and action closure. Team capability, performance, engagement, succession readiness, and process adoption. [Requirements] Minimum Qualifications Education Bachelor's degree in Supply Chain Management, Business Administration, Analytics, Finance, Engineering, or a related field - Required. Master's degree in Business Administration, Supply Chain, or a related field - Preferred. Experience 6+ years of experience in Supply Chain, Demand Planning, Forecasting, Inventory, Product Management, or Product Lifecycle Management - Required. 2+ years of leadership, supervisory, direct-report management, or substantial cross-functional project leadership - Required. Demonstrated experience managing large SKU portfolios in an international manufacturing, retail, or distribution environment - Required. Furniture-industry experience - Preferred. Certifications ASCM/APICS CPIM or CSCP - Preferred. PMP or relevant project-management certification - Preferred. Lean or Six Sigma certification - Preferred. Knowledge, Skills, and Abilities Lifecycle leadership: Advanced knowledge of launches, phase-ins, phase-outs, substitutions, discontinuations, SKU rationalization, and end-of-life management. Business and financial acumen: Ability to connect portfolio decisions to revenue, margin, inventory, working capital, service, supplier exposure, and operational complexity. Analytical capability: Advanced proficiency in SQL and Power BI, with the ability to evaluate large portfolios and translate analysis into decisions. IBP/S&OP understanding: Strong knowledge of how lifecycle decisions affect demand, supply, inventory, capacity, and financial planning. Leadership and influence: Ability to develop analysts, resolve conflict, and influence senior stakeholders across functions and geographies. Executive communication: Ability to lead with the conclusion and clearly present decisions, options, assumptions, risks, and business impact. Governance and execution: Strong ability to establish controls, decision rights, stage gates, action tracking, and sustained process adherence. English communication: Full professional verbal and written English fluency required.