Breaking Down the Ops and Finance Dream Teams (and When You Need Each One)
One of the best parts of working with CPG start-ups and scale-ups is seeing that moment when everything clicks: products are moving, doors are opening, and customers are coming back for more.
But behind every smooth production run, clean financial model, or on-time Amazon delivery is a team of people making sure things don’t fall apart behind the scenes. That’s where operations and finance teams come in.
The only problem? Most founders don’t get a playbook for who to hire, in what order, and what these people actually do. So, here’s a breakdown, organized in the rough order you’d hire them, of the key operations and finance hires, when they typically should show up, and how they can help you grow. Of course, this order can shift depending on the model and needs of the business, but this reflects what I’ve seen work best across high-growth CPG brands.
Operations
1. Operations Manager
This is usually the first ops hire. Someone who can step in when inventory is getting harder to track and vendors are blowing up your inbox. Most brands bring this person on once orders start flowing and the founder can no longer maintain the balancing act of production and sourcing alone.
They own purchase orders, manage vendor and co-man relationships, monitor inventory, and ensure that raw materials are always where they need to be. A great ops manager can spot problems before they become emergencies (and give founders the headspace to focus on growth)!
2. Logistics Lead
Once you’ve infiltrated DTC, retail, Amazon, or wholesale spaces as a CPG brand, fulfillment quickly becomes a full-time job. The Logistics Lead usually joins when shipping delays and operational hiccups start creeping into the customer experience.
They manage 3PL relationships, track shipping performance and costs, and streamline everything from the warehouse to the customer’s doorstep. A Logistics Lead is a critical member of the ops team across channels, helping teams avoid the “out of stock online but sitting in the warehouse” moment.
3. Production Manager
If you're manufacturing in-house or frequently working with co-mans, this one’s big. This person is brought in when quality, consistency, or compliance can no longer be managed on the fly. They oversee daily production runs, enforce food safety protocols, and ensure every batch meets your brand’s standards. They’re also on the hook for avoiding costly mistakes like mislabeling, spoilage, or wasted ingredients.
4. Director or Vice President of Operations
As your operations team grows and the moving parts start to multiply, you’ll need someone who can step in and lead the function from a higher level. Most brands make this hire around $15–25M in revenue or after a Series B fundraise, when complexity ramps up and efficiency becomes critical.
A VP of Operations takes ownership of the full value chain whether it’s supply chain or production. This person needs to ensure everything runs smoothly, profitably, and in sync with the rest of the business. The best ones don’t just manage the chaos; they build systems, put out fires, and bring real operational confidence to the table.
Finance
1. Bookkeeper (Outsourced or Part-Time)
This is usually the first finance-related hire in the earliest days. Most brands work with a bookkeeper from $0–1M in revenue to be tax-ready and to keep transactions clean. They enter daily financial data, reconcile accounts, and make sure your books aren’t a mess come year-end. It’s not glamorous, but it’s essential. Clean books = fewer headaches.
2. Controller or Accounting Manager
After you’ve raised a round, landed key retail partnerships, or started navigating first-time external audits, it’s usually time to bring on a Controller. Most brands make this hire around $8–15M in revenue or following a Series A fundraise.
A Controller takes the lead on all things accounting, enforcing internal controls, ensuring compliance, and preparing the business for audits and due diligence. They’re the ones who build the financial infrastructure that keeps everything steady as the business scales.
3. Financial Planning & Analysis Manager
This is the hire that shifts your financial lens from reactive to proactive. Most brands bring on an FP&A Manager around the $10M mark when intuition checks no longer cut it and leadership needs real forecasting. They build budgets, cash flow models, and performance reports that drive smarter, more informed decisions. They won’t just tell you that your margins dipped; they’ll also tell you why, and how to fix it.
4. Chief Financial Officer or Vice President of Finance
This is the senior leader who brings it all together, from strategic planning and fundraising to team building and financial oversight. Most brands bring this person in around $20–30M in revenue or ahead of a major capital event. They oversee the entire finance function, manage investor relationships, and help you start thinking like a $100M company before you are one. If you’re scaling fast, this is the person who keeps the plane steady while you build the next engine mid-flight.
Final Thoughts
You don’t need to hire all of these people at once but knowing who does what and when to bring them in sets you up to scale with a lot more clarity (and a lot less stress).
So now there’s no reason to ask yourself, “Where do I even begin building my team?”
You’ve got your starting line-up.
When you’re screening candidates, my advice is to look for people who’ve come from similarly high-growth CPG environments. These folks know how to navigate day-one challenges, build from scratch, and create processes that actually scale. Bonus points if they’ve been through it at a VC/PE-backed brand because they’ll bring both structure and speed.
If you want to chat this through, go through salary benchmarks, or are looking to build your team, send me an email: [email protected].
