As the Head of Wholesale at Madison Reed, you own the wholesale P&L end to end and the relationships that drive it, across a portfolio that now spans prestige specialty, mass, club, professional distribution and international. This is a builder's seat, not a steward's. You will be as comfortable opening a retailer portal and building the model yourself as you are presenting the three-year plan to the C-Team.
Madison Reed's wholesale business has changed shape. Now a portfolio of channel types spanning prestige specialty, mass, club, professional distribution and international across North America, the UK and the Middle East, each with its own economics, terms and buying rhythm. Your job is to run all of it as one portfolio rather than as a collection of accounts, to decide where the next dollar of trade spend and shelf advocacy goes, and to build a team that can carry the next set of doors as well as the current ones.
Reporting directly to the Chief Commercial Officer, you will lead a team of wholesale leaders responsible for our retailer partnerships. You partner closely with the SVP, Business Development, who originates new partnerships and hands them to you at first purchase order.
The position is full time and remote, with up to 30% travel from home including retailer visits, store manager shows, industry events, team meetings, quarterly business meetings and company-sponsored events.
The base salary range for this position is between $195,000 and $205,000. At Madison Reed, we aim to pay competitively. Factors which may affect starting pay within this range may include geography/market, skills, education, experience, and other qualifications of the successful candidate.
About You
You operate at both altitudes. You can present a three-year portfolio strategy to the C-Team in the morning and rebuild the trade-spend model yourself in the afternoon. You do not wait for Finance to tell you what the margin did.
You run a portfolio, not a list of accounts. You are comfortable deciding that a shelf-space fight at one retailer is worth less than a pack-size change at another, and defending it with numbers.
You are fluent with AI as an operator, not an observer. You use it to get to a sharper answer faster, and you set the standard for how your team does the same.
You act before you are asked. You surface the risk in the quarter before it lands in the forecast.
You carry the relationship personally. Buyers take your call because of what you have done with them, not because of your title.
You own the planning calendar, not just the number. The Innovation Kitchen three-year plan, joint business plans, retailer train-the-trainer programs, the Marketing annual plan for wholesale and retail, and the annual budget process all run through you. You build them and you influence them rather than receiving them.
Responsibilities
Financial Ownership
Own the full wholesale P&L: revenue, margin, trade spend and profitability across every door and every channel type.
Build and defend the annual plan and the three-to-five year portfolio strategy, including which channel types we invest in, which we hold, and which we exit.
Personally own the trade-spend model. Know where every dollar of promotional and co-op investment is going and what it returned, and cut what is not working.
Partner with Finance and Channel Demand Planning on bottom-up revenue planning from POS down to revenue, and own the forecast you sign.
Own OpEx management for the wholesale organization. Build the annual budget, manage headcount, travel, trade shows and program spend to plan, and own the variance story.
Portfolio and Channel Strategy
Run a portfolio that spans prestige specialty, mass, club, professional distribution and international across North America, the UK and the Middle East, and set explicit strategy for each channel type rather than a single wholesale strategy applied uniformly.
Own the channel-conflict policy with Amazon, DTC and the Hair Color Bars: explicit…