Enterprise Systems Manager

Position Summary

NetSuite is the system of record for Portland Leather Goods: orders, inventory, manufacturing, purchasing, and accounting across the manufacturing operation in Mexico, the offices and retail stores in the US, and the sales channels in between. The Manager, Enterprise Systems owns NetSuite and leads the distributed team that keeps it running and keeps improving it. The Manager sets the priorities and standards for how NetSuite is changed, makes the go/no-go call on each release, owns the policy for the company's core records, and makes sure no system problem delays closing the books. This is a hands-on role: the Manager also configures the system directly and manages the NetSuite account and the outside NetSuite consultants.

Key Responsibilities

Percentages are the approximate share of time over a year.

1. Direct the prioritization of NetSuite improvements (25%). Keep one backlog of change requests from Finance, Operations, Retail, and Digital Commerce. Work with each group's leaders to rank requests and make sure the team works on what matters most, and assign the team’s work so the highest-priority requests are delivered first. Define how support tickets are reported by process tower (procure-to-pay, plan-to-produce, order-to-cash, record-to-report, master data) so leadership can see demand and turnaround by area.
2. Lead and manage the Enterprise Systems team (15%). Direct the work of seven team members across the US and Mexico: five direct reports and two employees managed through the Lead, Manufacturing and Supply Chain Systems. Assign work and priorities, review and approve deliverables, conduct performance reviews, coach and develop staff, hire for open roles, and make recommendations on promotions, discipline, and terminations that carry significant weight.
3. Manage outside partners (5%). Own the NetSuite account relationship and the outside consulting partner, including scope, budget, deliverables, quality, and escalation decisions.
4. Set the standards for how changes are made (15%). Define how configuration is named and organized, where changes are built and tested before they go live (sandbox and release accounts), and the steps every change goes through. Settle conflicts when two process owners want to change the same setting for different reasons. Most importantly: hold team members accountable for following the established standards.
5. Direct release readiness and decide go/no-go (10%). NetSuite ships two required releases a year. Own the release calendar, make sure the test cases for every area are run in the release preview account, review the results from each process owner, assign test ownership across the team, and make the final go/no-go call for the company.
6. Own the policy for core records (10%). Products, bills of materials, suppliers, prices, and locations are the records everything else depends on. Set the policy for how each record type is created, approved, and maintained, keep a named owner on the team for each type, and hold each owner accountable.
7. Protect the monthly and annual close (10%). Finance closes the books every month and every year. Make sure no NetSuite issue, release, cost update, or integration failure delays that. Coordinate with the Technical Lead: ERP, who owns record-to-report configuration, and with the Lead, Manufacturing and Supply Chain Systems on the timing of product cost updates.
8. Hands-on configuration and cross-team coordination (10%). Configure and troubleshoot in NetSuite directly. Agree with the Manager, Technical Project Management which projects the project office runs and which stay inside the team. Make sure any change that alters how data is stored is reviewed by the Data, Analytics, and AI team before it goes live, so reporting does not break.