Director, Enterprise Planning & Performance (IBP)

Finding the right place to grow your career isn’t (over) easy, so we’re here to help by sharing a few reasons why the grass is greener at Vital Farms. We think you’ll appreciate our focus on Conscious Capitalism, which drives business decisions that benefit all our stakeholders (leading to even better business results). You might be drawn to our innovative approach and refusal to settle for the “way things have always been done.” Or you could find it exciting to grow your skills while working for an industry-leading brand. Whether you’re into our values, our brand, or our egg-cellent puns, we hope you’ll join our Crew and help us change the world 108 square feet at a time! 

At Vital Farms, we’re proud of the diverse communities we serve and the stakeholders who help bring our purpose to life. We’re committed to fostering an inclusive and collaborative environment where every crew member feels valued. We see this as one of our greatest strengths - and your role is key to helping us build on it. 

Your Role:

The Director, Integrated Business Planning (IBP) owns and facilitates Vital Farms’ established IBP process and advances its maturity and business impact. Partnering with next-level leaders (NLL) and functional leaders, this leader integrates commercial, operations, and financial plans across the rolling 36-month horizon to identify gaps and develop enterprise options. Together, they clarify tradeoffs and the cost and value of flexibility, align on one enterprise plan, and establish triggers to adapt. 

Reporting to the Sr. Director, Operations Development, this role is an enterprise process owner, integrator, and facilitator. Functions own their plans, analyses, scenarios, recommendations, and execution: Demand Planning, within Sales Strategy, owns the demand plan; Supply Chain Planning (SCP) owns the integrated supply plan across the rolling 0–18+ month horizon; and Finance owns the financial outlook. The Director maintains IBP standards and governance, facilitates executive engagement, and supports business leaders in guiding discussions and decisions within agreed decision rights. 

Following significant redesign and implementation, IBP has reached an intermediate level of maturity, with functional reviews in place. The mandate is to build on this foundation through deeper NLL engagement, clear functional ownership at each process step, and stronger scenario planning, performance measurement, and advanced analytics that create enterprise optionality and support timely, accountable decisions. 

What You'll Do:

Lead and advance the IBP process 

• Own and facilitate the rolling 36-month Integrated Business Planning process, maintaining its standards, governance, and continued maturation.
• Facilitate the monthly cycle across Product/Portfolio Review, Demand Review, Supply Review, Integrated Reconciliation, and Management Business Review, partnering with NLL so each forum produces decision-ready inputs, clear decisions, owners, and follow-through.
• Advance standards, decision rights, inputs, outputs, KPIs, and meeting effectiveness while preserving what is already working and avoiding unnecessary process churn.
• Govern the IBP maturity roadmap, including 2027 priorities for alignment, performance measurement, scenario planning, advanced analytics (including evaluation of AI), integrated planning across the rolling 36-month horizon, and connections to S&OE and AOP.
• Partner with NLL and functional owners to define preparation, analysis, recommendations, presentation, and follow-through at each process step, so reviews are function-owned while IBP provides governance, integration, and enterprise consistency.
• Continuously improve the process based on business performance, participant feedback, and evolving enterprise needs.

Integrate functional plans into one enterprise view 

• Create connectivity across Commercial, Operations, Finance, strategy, and AOP without duplicating the planning work owned by those functions.
• Partner with Sales Strategy and Demand Planning to bring a clear, assumption-based demand plan and its risks and opportunities into IBP.
• Partner with SCP to bring the integrated supply plan, constraints, farm and network implications, options, and recommendations into Supply Review. SCP owns the rolling 0–18+ month supply plan; IBP owns cross-functional integration and enterprise decision forums across the rolling 36-month horizon.
• Partner with Finance to reconcile operational and commercial assumptions to the financial outlook and quantify the value, risk, and tradeoffs associated with scenarios.
• Connect the strategic plan, AOP, commercial plan, and operations plan so longer-range commitments and near-term actions reinforce one another.
• Maintain an integrated view of assumptions, gaps, risks, opportunities, and decisions rather than acting as the owner of every underlying number.

Enable decisions through scenarios, optionality, and strong facilitation 

• Partner with functional owners to turn complex planning inputs into focused, decision-ready executive conversations.
• Identify material gaps to strategic and financial targets, clarify the decision required, and ensure the right owners develop fact-based options.
• Facilitate functional development of practical base, upside, downside, and gap-closure scenarios, making tradeoffs across growth, service, capacity, supply, cost, margin, inventory, cash, and risk visible.
• Distinguish operational planning decisions from enterprise tradeoffs: functional teams own their plans and recommendations; IBP enables decisions when choices span functions, materially affect targets, or require executive alignment.
• Facilitate constructive debate, surface misalignment early, and prevent short-term exceptions from consuming the rolling 36-month IBP agenda unless they create material longer-term implications.
• Enable functional leaders to bring concise, financially grounded narratives to leadership and executive forums that clarify what changed, why it matters, the options considered, the recommended path, and the decision required; bring their perspectives together into a coherent enterprise view.
• Build enterprise optionality by clarifying the cost and value of flexibility and establishing triggers to commit, act, or adapt as conditions change.

Strengthen governance, accountability, and execution 

• Ensure decisions made through IBP translate into coordinated action and measurable outcomes.
• Define and uphold decision rights, escalation thresholds, calendars, templates, and quality standards across the IBP cycle.
• Maintain a transparent decision and action log, including owners, timing, expected value, retained options, review triggers, dependencies, and closure.
• Ensure approved decisions flow back into demand, supply, financial, and execution plans, with clear connections to SCP and S&OE where applicable.
• Define and govern business-performance and planning-health KPIs across the IBP cycle; monitor plan performance, bias, adherence, risk realization, and decision effectiveness, and use insights to improve both the process and future choices.
• Lead through influence across NLL, senior leaders, and functional teams, creating shared accountability for enterprise outcomes.

Build sustainable IBP capability 

• Develop the organizational understanding and behaviors required for IBP to operate as a business management process, not a planning department.
• Coach NLL, functional review owners, and participants on effective plan ownership, assumptions, scenarios, risk/opportunity thinking, and decision preparation.
• Clarify the interfaces among IBP, Demand Planning, SCP, Finance, AOP, and S&OE so work occurs once, at the appropriate level, with clean handoffs.
• Promote a shared-facts culture, using data to challenge assumptions while balancing analytical rigor with practical business judgment.
• Partner with functional and data teams to evaluate fit-for-purpose tools, advanced analytics, and AI use cases based on value and feasibility, strengthening decision quality without allowing technology to lead the process.

What Success Looks Like: 

• IBP forums consistently focus on material risks, opportunities, scenarios, and enterprise decisions across the rolling 36-month horizon rather than detailed short-term execution.
• Demand, supply, and financial plans are visibly connected, with differences in assumptions identified and resolved.
• NLL and functional leaders consistently prepare and present decision-ready plans, alternatives, and recommendations; the IBP team owns integration, process integrity, and decision effectiveness.
• Decisions are timely, fact-based, financially grounded, clearly documented, and translated into updated functional plans and execution.
• Repeatable scenarios clarify tradeoffs, the cost and value of flexibility, and triggers to act or adapt, surfacing options before lead times or commitments limit choices.
• Leaders trust the process as the primary forum for aligning the enterprise plan and managing delivery against strategic targets.
• IBP maturity advances through governed KPIs and measurable improvements in decision quality, accountability, cross-functional alignment, and plan performance.

What You Bring to the Table:

• Bachelor’s degree in Business, Supply Chain, Finance, Strategy, or a related field, or equivalent relevant experience; master’s degree preferred.
• 10+ years of progressive experience across Supply Chain, Finance, Strategy, Commercial Planning, Operations, or related CPG functions, with meaningful leadership of IBP, S&OP, enterprise planning, or comparable cross-functional processes.
• Demonstrated ability to mature an established IBP or S&OP process in a CPG, food, manufacturing, or similarly complex operating environment, including governance, facilitation, scenario planning, and change leadership.
• Deep understanding of the distinct roles and interfaces among Demand Planning, Supply Chain Planning, Finance, AOP, S&OE, and IBP.
• Experience with planning horizons that bridge near-term execution and longer-range strategic choices, ideally 18–36 months.
• Strong business and financial acumen, with the ability to connect operating assumptions and decisions to growth, margin, cash, service, capacity, inventory, and risk.
• A facilitator-coach approach, with exceptional facilitation and communication across functions and leadership levels; able to simplify complexity and enable business-owned recommendations and decisions.
• Strong analytical and systems thinking, paired with the willingness to work in the details when needed.
• Experience with planning technology, scenario modeling, data visualization, and business intelligence; experience partnering on AI-enabled planning is helpful.
• Adept at influencing without direct authority and building accountability across senior, cross-functional stakeholders.
• This position is remote within the United States, with an estimated travel requirement of 10–20% based on business needs.
• You’re no hero – You know the power of teamwork and celebrate the work of others before your own. 
• You give a sh*t – You believe in acting like an owner and making Vital Farms a place to be proud of. 
• You raise the standards – You know growth can be hard, but you strive to improve yourself and others each day. 
• You can walk in someone else’s boots – You seek to understand other’s viewpoints and think that you get to better answers by sitting on the same side of the table. 
• You don’t walk on eggshells – You’re not afraid to leave the bullsh*t behind and have honest conversations. 
• We recognize that talent comes in many forms. Even if you don’t meet every requirement, we encourage you to apply. You may have strengths we haven’t yet considered! 

What We Bring to the Table:

• A fast-paced, energetic, remote environment with passionate people who are leading a movement to bring ethically produced food to the table.
• Competitive pay and benefits (Medical, Dental, Vision, and Paid Parental Leave, just to name a few).
• Generous retirement contributions: 401(k) + 3% Contribution from Day 1.
• Free eggs, along with friends and family discounts. 
• Fun team SWAG that will make you the talk of the town.
• Professional development opportunities and an amazing team dedicated to your growth.

At Vital Farms, compensation decisions are dependent upon a variety of factors, which may include, but are not limited to, skill level, experience, education, training, market demands, and business needs. A reasonable estimate of the current starting annual base salary for this position is $170,000 - $190,000. Please keep in mind that hiring at the maximum end of the range would not be typical in order to allow for potential continued future salary growth.

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