Job Opportunities API

About Us Hyprwork is a fast-growing operator that builds and scales direct-to-consumer brands in health and wellness. Our flagship brand, Rejuvacare, proved the model, with products like RejuvaKnee that help adults reclaim mobility and live with less pain, trusted by over 400,000 customers and shipping primarily to the United States. We have scaled 12x in a single year to nearly 150 people across more than 15 countries, and our focus now is building and scaling the next generation of brands in the portfolio. We are remote-first, async-first, and we hold a high standard of accountability across everything we do. The Role Hyprwork's entire physical business runs through OEM manufacturing in China and cross-border fulfillment into the United States: roughly 100,000 units per month, around 20 SKUs, three categories, and growing fast as we launch new brands. We are hiring a Head of Supply Chain to own that function end to end. Here is the core of the job. You will build and lead our China execution team, from a distance. That means hiring and shaping the on-the-ground people in China (sourcing, QC, factory coordination), directing them from a timezone that overlaps with both their working hours and our US leadership, and setting the standard that makes the whole thing perform. You are the head of the function, and the China team is yours to build. At the same time, you are hands-on enough to deal with suppliers and factories directly when it matters, you are comfortable in a negotiation or a quality conversation yourself, not only through your team. This is a director-level, function-ownership role. You design the supply chain, own its cost architecture, build the demand planning discipline, run dual sourcing as policy, and close the quality loop with factories. You report to the Director of Operations and partner with the founders on launches. What You Will Own Supply chain strategy and network design. Owning the end-to-end architecture from factory floor to customer door: supplier network, warehouse and 3PL footprint in southern China, carrier mix, and the roadmap that scales all of it for a multi-brand portfolio. Defining what the chain needs to look like two quarters from now and building toward it. Demand planning and S&OP. Building a real planning discipline: demand forecasts tied to sales velocity, campaign calendars, and launch schedules, with inventory targets of six to eight weeks of coverage held deliberately rather than accidentally. Balancing stockout risk against cash tied up in inventory, and making that trade-off visible to leadership. Sourcing and supplier strategy. Owning the OEM supplier portfolio: qualification, commercial negotiation across pricing, MOQ, payment terms and lead times, dual sourcing on high-velocity products as standing policy, and the supplier scorecard that keeps performance honest. Holding the two to three week request-to-warehouse-ready sourcing standard as the portfolio grows, and directing the China-based sourcing function rather than doing every negotiation personally. Logistics and cost architecture. Owning per-unit landed cost as a managed number. Current per-shipment costs run six to eight dollars and the mandate is to drive them toward industry benchmarks through competitive bidding, volume-based negotiation, and routing discipline across two or more shipping partners. Managing cross-border logistics for both DTC and the Amazon FBM channel. Quality and returns. Owning the returns and defect management loop with Customer Support: tracking quality patterns, taking them back to factories with data, and preventing recurrence structurally. Quality is a system you design, not a stream of incidents you absorb. Building and leading the China execution team, remotely. Hiring, structuring, and directing our on-the-ground people in China (sourcing, QC, factory coordination) from your timezone. Setting cadence, standards, and accountability so factory issues get caught