📌 Location: Onsite across multiple locations (Yaba, Surulere, Alagbado) 🏦 Compensation includes equity
Run our entire production organisation as its own business. You will own the production P&L, the people, the output, and the unit economics: turning raw fibre and labour into finished product at a quality, cost, and pace that lets the company scale 20x within 2 years without breaking. You will inherit a team of 130+ people and double it every half-year.
A senior operator who has already built and run a large production or factory floor of 500 to 1,000 people and knows how to do it again, faster and leaner. You think like a general manager and a factory engineer at once: you can read a financial model and adjust it, and you can sit at a sewing machine and learn the job well enough to know what good output looks like. You are not precious about hierarchy. You will install structure where there is none, get performance out of large teams, and keep cost per unit inside the economics that make the business work.
You have run production at scale, and you are looking for the place where you get to own the whole thing.
You understand that a production floor is a living system: people, machines, materials, targets, morale, and money all moving together, and a problem in one shows up as a symptom somewhere else. You can look at an underperforming floor, diagnose the real cause beneath the noise, and fix it, whether that means retraining a supervisor, re-cutting a target, redesigning a workflow, or moving someone out of the business quickly and humanely.
You believe the best operators get their hands dirty. You will learn to produce every item we make, not to do those jobs forever, but so that no supervisor or analyst can ever tell you something is impossible when you know it isn't. You have operated across every role on a production team before, which is exactly why you know who to hire, where to find them, and how to train them well.
You are comfortable owning a P&L. You understand that improving employee satisfaction and holding unit economics are not opposites; they are a balance you are paid to strike. You can argue for a salary increase and show, in a spreadsheet, how the efficiency gains pay for it.
You are fluent with data and modern tools. Spreadsheets are second nature, you adopt new technology without friction, and you use AI as a daily operating tool, not just as a chatbot.
You are building for scale without bloat. Because we are still bootstrapped, you will scale first with supervisors and operations analysts rather than a layer of middle managers — and because you will have personally operated every function, you will know exactly what each future manager's role should be before you ever hire one.
This role is not for you if you need a big team underneath you to be effective, if you consider any task beneath you, or if you have only ever inherited well-run operations rather than fixing broken ones. It is for you if you can hold a high-level strategy and a sewing needle in the same week, and find satisfaction in a floor that runs the way it should.
Our culture at TSL is defined by six values: