# Finance Responsibilities Beyond the Finance Function: Evidence from 100 Current U.S. Manager Vacancies

> A structured study of 100 current U.S. manager vacancies shows how P&L, budgets, unit economics, cash timing and internal investment decisions sit beyond finance teams.

- Canonical page: https://mtfinstitute.com/insights/finance-responsibilities-non-finance-managers-100-us-vacancies-2026/
- Content type: Article
- Editorial category: Research & Reports
- Publisher: MTF Institute of Management, Technology and Finance
- Author: MTF Institute Research Team- Published: 2026-09-13
- Updated: 2026-09-13
- Language: English
- Topics: Capital Allocation, Cash Flow, Working Capital, Unit Economics, Management Research, Finance for Managers, Budgeting, P&L

## Finance Responsibilities Beyond the Finance Function: Evidence from 100 Current U.S. Manager Vacancies

**Author:** MTF Institute Research Team  
**Institution:** MTF Institute  
**Publication date:** 13 September 2026  
**Technical report:** MTF-CF-RR-2026-09-13-44  

## Executive summary

Financial responsibility is not confined to finance departments. This study examines a structured purposive sample of 100 current United States vacancies for general managers, business-unit leaders, operations and field leaders, service and customer leaders, product and growth leaders, and program or project leaders. Every accepted vacancy was outside the finance function and contained at least two explicit finance-related dimensions. The research asks a practical question: what financial work are employers asking operating managers to perform, interpret, influence or escalate?

The broadest requirement is P&L or financial-statement interpretation, coded in 87 of the 100 accepted records. Budgeting or forecasting appears in 79. Unit economics, margin or pricing appears in 52, while internal investment, capital expenditure, business cases or resource allocation appears in 43. Explicit cash or working-capital evidence appears in 10. Because the denominator is exactly 100, these counts are also the observed percentages within this sample. They are not estimates for the whole U.S. labor market.

The most important pattern is combination rather than isolation. P&L and budget or forecast responsibility co-occur in 66 records. P&L and unit economics, margin or pricing co-occur in 50. Budget or forecast work combines with commercial economics in 35, and internal investment judgment combines with P&L in 34 and with budget or forecast work in 33. Employers are therefore not merely asking managers to recognize financial terms. They are asking them to connect operational drivers, plans, commercial levers and resource choices into a decision.

The evidence supports a clear role mission: translate operating activity into financially accountable action. A manager must understand what changed, explain why, estimate what happens next, choose or recommend an intervention, and communicate assumptions and trade-offs to finance and executive stakeholders. Typical outputs include P&L commentary, budget-versus-actual explanations, rolling forecasts, margin or unit-economics diagnoses, cash-risk notes, business cases and executive recommendations.

The evidence also defines a firm boundary. This is managerial interpretation and decision support, not preparation for an FP&A job, statutory accounting, audit, tax, treasury, company valuation, M&A execution, securities analysis or personal investment advice. The appropriate learning position is an entry route for managers who own operating results or resources without formal finance education. It may create shared language with finance and provide an optional foundation for later FP&A or strategic-finance study, but it must remain complete and credible within its narrower purpose.

## Research question and scope

The study addresses five questions:

- How often do current non-finance manager vacancies explicitly require P&L or financial-statement interpretation?
- How often do they require budgeting or forecasting?
- Where do cash and working-capital responsibilities appear?
- How do employers express unit economics, margin and pricing responsibility?
- What kinds of internal investment, capex, business-case or resource-allocation decisions sit with operating managers?

The declared geography is the United States. The retrieval date is 13 September 2026. The principal evidence is public vacancy material for U.S.-located, U.S.-remote or explicitly U.S.-inclusive roles. The target is a capability envelope rather than one standardized occupation: the sample deliberately crosses industries because financial responsibility is embedded in many operating contexts.

The outcome boundary was set before analysis. Included work covers interpretation of management P&L information, operating budgets and forecasts, profit-to-cash timing, unit and contribution economics, pricing and margin choices, and internal business cases or capex recommendations. Excluded work includes specialist accounting execution, close and consolidation, audit assurance, tax positions, treasury operations, regulated investment advice, personal investing, securities selection, portfolio construction, company valuation and transaction execution.

## Methodology

### Sampling design

The final corpus contains 100 accepted vacancies assembled through non-overlapping research partitions and a QA replacement set. The accepted summary records 35 vacancies from Part A, 34 from Part B, 27 from Part C and 4 QA replacements. The search design prioritized employer applicant-tracking systems and employer career pages, with limited recruiter-hosted records retained only when the operating context and relevant responsibilities were sufficiently clear.

This is a structured purposive sample. It was constructed to observe how employers describe embedded financial responsibility in suitable management roles. It is not a random sample, a census or a statistically representative estimate of all U.S. vacancies. Senior managers, directors, general managers and business-unit leaders are prominent because vacancy descriptions at those levels tend to state financial authority more explicitly.

### Admission, currentness and deduplication

A role was eligible only if it was a non-finance management vacancy and the retrieved evidence supported at least two of five dimensions: P&L or financial-statement interpretation; budgeting or forecasting; cash or working-capital awareness; unit economics, margin or pricing; and internal investment, capex, business-case or resource-allocation judgment.

The final accepted summary reports 100 unique canonical URLs, 100 unique deduplication keys, 100 U.S.-scoped records, no finance-function titles and no excerpt above 25 words. QA adjudication and replacement resolved records that initially did not meet the two-dimension rule. Every final accepted record meets the threshold.

Currentness was assessed from publicly accessible employer or ATS pages, application controls, explicit posting information and recent indexed employer-page evidence available on the retrieval date. A vacancy can close or change later; currentness here is a documented point-in-time observation, not a guarantee of continued recruitment.

### Coding and aggregation

Every accepted record was normalized across the same analytical fields: duties, expected outputs, hard skills and methods, observable professional behaviors, tools, qualifications, seniority, cadence, interfaces, authority and escalation. Original source records remain preserved inside the accepted corpus. Short excerpts or paraphrases establish the minimum evidence signal without reproducing a job description.

The five headline finance flags use conservative explicit-evidence rules. Generic cost control alone was not treated as cash management. Internal investment required evidence such as investment, capex, ROI, a business case, a go/no-go choice or managerial resource allocation. Unit economics required unit-level or comparable commercial logic such as margin, pricing, CAC/LTV, unit EBITDA or revenue-per-unit measures. An absent flag means the relevant evidence was not explicit in the coded material; it does not prove that the employer or role never uses the capability.

All numerical findings in this report come from the accepted vacancy-coding summary. The role descriptions and links are used to illustrate the meaning of those counts, not to create a second tally.

## Corpus profile

The role-family distribution shows that embedded financial responsibility is not limited to one management title. General and business-unit management accounts for 43 records. Operations and field management accounts for 29. Service, customer and asset management contributes 9; product, brand and growth management 7; other functional management 5; program and project management 4; and commercial and sales management 3.

The breadth is visible in the source material. The corpus includes retail and membership businesses, professional services, home and field services, manufacturing plants, distribution networks, fulfillment and logistics, technology products, media and brand management, healthcare and life-sciences operations, energy assets, construction and public-contract programs. The common thread is not industry. It is responsibility for connecting operational choices to financial consequences.

The title pattern also clarifies seniority. Full P&L ownership is especially visible in general-manager, president, vice-president and business-unit roles. Plant and operations managers often combine budget control with direct influence over labor, materials, capacity, safety, quality and capital spending. Product, brand and growth managers more often connect P&L consequences to pricing, customer acquisition, portfolio choices or innovation cases. Program managers may not own an enterprise P&L, yet they can own budgets, resource plans and stage-gate recommendations.

These differences matter for interpretation. “Finance for non-finance managers” is not a substitute occupation. It is a shared decision capability applied through different operating authorities.

## Finding 1: P&L interpretation is the common language of operating accountability

P&L or financial-statement interpretation appears in 87 records. This is the strongest single signal in the accepted summary. Its meaning goes beyond reading a revenue and expense table. Employers connect the P&L to responsibility for drivers that managers can influence: labor, materials, utilization, pricing, customer mix, fulfillment, overhead, conversion, retention, inventory, service delivery and capacity.

The evidence shows several levels of ownership. A general manager may own a complete local or regional P&L. A plant leader may be accountable for controllable cost drivers and profitability. A product or service leader may own revenue through contribution margin. An operations manager may be expected to analyze business reports and act on budget or P&L gaps even when final enterprise reporting remains with finance.

For example, the [Fanatics Commerce retail general-manager vacancy](https://job-boards.greenhouse.io/fanaticscommerce/jobs/4336257009) links P&L results and operating metrics to risk identification and performance action. The [Walmart operations-manager vacancy](https://walmart.wd504.myworkdayjobs.com/en-US/WalmartExternal/job/XMLNAME--USA--Operations-Manager---Floor_R-2516203) combines P&L accountability with financial modeling, forecast work and budget execution. The [Fortune Media membership general-manager vacancy](https://fortune.wd108.myworkdayjobs.com/en-US/Fortune/job/General-Manager--Membership_JR100067) connects P&L ownership to acquisition economics, costs, growth and retention.

These examples point to an evidence-to-action chain. A manager should be able to identify the material variance, connect it to operational drivers, distinguish timing from structural effects, test an intervention and state the expected financial consequence. Finance may own the accounting system and the official close, but operating leaders own much of the activity that creates the result.

This distinction should shape professional learning. The useful output is not a miniature income statement produced for its own sake. It is a concise management commentary: what moved, why it moved, what is controllable, what action is proposed, when the effect should appear and what uncertainty remains.

## Finding 2: Budgets and forecasts are operating commitments, not finance-only documents

Budgeting or forecasting appears in 79 records. It is present across every normalized role family in the matrix. The evidence describes planning as an operating process that joins financial targets to staffing, capacity, demand, inventory, supplier commitments, campaign allocation, project resources and delivery risk.

The [Interstate Batteries market general-manager vacancy](https://interstate.wd1.myworkdayjobs.com/en-US/InterstateBatteries-Careers/job/US-PA-Pittston/Market-General-Manager-I_REQ-9038) illustrates a layered rhythm: annual budget participation, weekly scorecards, monthly financial review and action on variances. The [Samsung Electronics America fulfillment vacancy](https://sec.wd3.myworkdayjobs.com/en-US/Samsung_Careers/job/Fulfillment-Supply-Chain-Manager_R119096) links daily and weekly forecasts to P&L-backed business cases and executive communication. The [Aditum Bio portfolio-operations vacancy](https://job-boards.greenhouse.io/aditumbio/jobs/4710965005) connects portfolio budgets and forecasts to the deployment of capital and resources across development programs.

These are not identical planning systems, but they share a managerial logic. A budget states an approved set of assumptions and constraints. A forecast updates the expected outcome as evidence changes. A variance is not merely a difference to explain after the fact; it is a signal that may require a staffing, pricing, sourcing, capacity, timing or scope decision.

The most common co-occurrence reinforces this interpretation: P&L and budget or forecast evidence appear together in 66 records. The employer expectation is therefore often cyclical. Managers plan, observe actuals, explain differences, revise the outlook and act. They must also know when an assumption change can be managed locally and when it requires finance or executive approval.

The cadence evidence ranges from daily operational measures and weekly forecast reviews to monthly P&L reviews, quarterly business reviews and annual planning. Good practice is not one universal meeting calendar. It is the ability to preserve a traceable relationship among operational facts, financial assumptions, decisions and the next forecast.

## Finding 3: Cash and working-capital evidence is narrow but consequential

Explicit cash or working-capital awareness appears in 10 records. This is materially less common than P&L, budget, commercial-economics or investment evidence. The correct conclusion is not that cash is unimportant. The conservative coding shows that vacancy descriptions less often state cash responsibility directly, and that it clusters where managers influence receivables, collections, billing, inventory, payment timing or asset cash forecasts.

The [Sitreps restoration general-manager vacancy](https://job-boards.greenhouse.io/sitrepsllc/jobs/4389242009) combines revenue, EBITDA and cash-flow accountability with operating execution. The [Nabis regional general-manager vacancy](https://job-boards.greenhouse.io/nabis/jobs/6180442004) connects P&L ownership to contribution margin, working capital, pricing and credit choices. The [AECOM practice-operations vacancy](https://jobs.smartrecruiters.com/AECOM2/744000123742844-environment-practice-operation-leader-remediation-focus-us-west-region-) links forecasts and operating plans with billing, collections, days-sales-outstanding, project economics and working-capital action. The [Altos Labs business-operations vacancy](https://job-boards.greenhouse.io/altoslabs/jobs/6106430004) shows an adjacent cash process through invoice handling, spending oversight, purchase controls and finance coordination.

The co-occurrences are revealing. Cash or working capital combines with budget or forecast work in 8 records and with P&L in 6. It combines with unit economics or commercial levers in 3 and with internal investment in 3. The sample therefore supports a P&L-to-cash bridge rather than a broad claim that every non-finance manager owns cash forecasting.

For a manager, the practical issue is timing. Profit and cash can diverge because revenue recognition, customer payment, inventory purchases, vendor terms, deposits, capital spending and accruals occur at different times. A manager does not need to assume treasury responsibility to recognize a deteriorating collections pattern, excess inventory, delayed billing or an investment that consumes cash before benefits arrive. The managerial output may be a short cash-risk note and an escalation to finance, not a corporate cash forecast.

This is also a boundary of authority. Credit policy, treasury decisions, tax treatment and official accounting remain with authorized specialists. The operating manager contributes reliable facts, tests operational remedies and escalates material exposure early.

## Finding 4: Unit economics, margin and pricing connect frontline choices to business viability

Unit economics, margin or pricing appears in 52 records. P&L and commercial economics co-occur in 50, while budget or forecast work and commercial economics co-occur in 35. This pattern shows that many employers want managers to understand not only total performance but also the economic mechanism beneath it.

The unit varies by context. In home services it may be a technician, job, ticket or labor hour. In membership it may involve acquisition cost, lifetime value, retention and service cost. In a marketplace it may involve category liquidity, take rate, contribution and pricing. In manufacturing or construction it may involve yield, labor, materials, rework, utilization or cost per unit delivered.

The [Sitreps residential home-services vacancy](https://job-boards.greenhouse.io/sitrepsllc/jobs/4327541009) makes this operational by linking average ticket, conversion, revenue per technician, labor and material costs to budget and P&L. The [StockX category-growth vacancy](https://job-boards.greenhouse.io/stockx/jobs/8420553002) connects forecasts and investment cases with pricing, liquidity and contribution margin. The [Sailor Health new-verticals vacancy](https://jobs.ashbyhq.com/sailorhealth/96209cd1-5a07-4c61-ac2a-adf322bdf4b1) joins P&L, contribution margin, unit economics and capital allocation in a new-business context. The [Essentia construction vacancy](https://job-boards.greenhouse.io/essentiainc/jobs/4372064009) relates national construction P&L to project costs, contractors, margin, cycle time and rework.

The managerial implication is diagnostic. A total revenue or profit figure may hide opposing changes in price, volume, mix, conversion, utilization or cost per unit. Managers need to decompose the result far enough to identify a controllable lever without mistaking correlation for cause. They must also protect service, safety, quality and compliance while improving economics. A margin intervention that creates rework, customer loss or operational risk is not automatically a sound decision.

Pricing authority also varies. Some managers can change price or discount within limits; others only recommend. A responsible analysis therefore states the unit, contribution logic, assumptions, capacity constraints, customer response risk and approval boundary.

## Finding 5: Investment decisions are internal resource choices under governance

Internal investment, capex, business cases or resource allocation appears in 43 records. The evidence does not concern personal investing or securities selection. It concerns choices such as equipment, capacity, product innovation, market entry, marketing spend, headcount, portfolio priorities, facilities and program resources.

The [Airgas area-operations vacancy](https://airliquidehr.wd3.myworkdayjobs.com/AirgasExternalCareer/job/Area-Operations-Manager_R10097048) combines P&L and margin knowledge with ROI, equipment bidding and capital-budget support across plants. The [Cordance business-unit president vacancy](https://job-boards.greenhouse.io/cordance/jobs/4873120008) links an annual operating plan to a multi-year investment model, pricing and resource allocation. The [Church & Dwight brand-manager vacancy](https://churchdwight.wd1.myworkdayjobs.com/en-US/chdcareers/job/Brand-Manager---GNPI---Arm---Hammer-In-License-and-TAG_R2026-15374-1) connects business cases, scenarios and P&L analysis to innovation-investment recommendations. The [Anduril production vacancy](https://job-boards.greenhouse.io/andurilindustries/jobs/5218932007) places production economics, capacity and capex trade-offs within a multi-site operating system.

Co-occurrence shows that investment reasoning rarely stands alone. It combines with P&L in 34 records, with budget or forecast work in 33, and with unit economics or commercial levers in 19. A sound internal investment recommendation therefore needs more than a calculated ROI. It should define the operating problem, feasible options, cash and timing assumptions, expected benefit, capacity or demand dependencies, downside scenario, implementation owner, decision gate and post-decision measure.

Authority is typically bounded. A manager may identify the need, construct the business case, compare options or manage an approved budget, while finance validates assumptions and an executive or governance body approves the commitment. The role is decision support with accountability, not unilateral authority over corporate capital.

## Co-occurrence: the managerial finance operating cycle

The accepted summary reports the following pairwise overlaps:

| Financial dimensions | Records |
| --- | ---: |
| P&L + budget/forecast | 66 |
| P&L + unit economics/margin/pricing | 50 |
| Budget/forecast + unit economics/margin/pricing | 35 |
| P&L + internal investment/capex | 34 |
| Budget/forecast + internal investment/capex | 33 |
| Unit economics/margin/pricing + internal investment/capex | 19 |
| Cash/working capital + budget/forecast | 8 |
| P&L + cash/working capital | 6 |
| Cash/working capital + unit economics/margin/pricing | 3 |
| Cash/working capital + internal investment/capex | 3 |

These categories overlap and should not be added together. Their value is conceptual: they reveal an operating cycle that begins with performance evidence, proceeds through driver diagnosis and forecast revision, and ends in an operating or investment decision. The cycle then repeats as actual results arrive.

This interpretation is supported by the [WPP Media growth vacancy](https://job-boards.greenhouse.io/wppmedia/jobs/5263382008), where budget allocation, performance analysis, forecasts and P&L impact inform growth-versus-efficiency trade-offs. It is also visible in the [Samsung fulfillment role](https://sec.wd3.myworkdayjobs.com/en-US/Samsung_Careers/job/Fulfillment-Supply-Chain-Manager_R119096), where forecasts and business-case justification support account and channel decisions.

The manager’s contribution can be summarized as five linked questions: What happened? Which operational driver explains it? What does the latest evidence imply for the forecast? Which lever or investment should change? Who has authority, and what must be escalated? Employers use different systems and terminology, but the decision logic is portable.

## Decision implications for managers and organizations

First, financial literacy should be anchored in controllable operating drivers. A P&L line has limited value if the manager cannot connect it to staffing, utilization, price, mix, materials, capacity, service quality or customer behavior.

Second, managers need a disciplined actual-plan-forecast-action loop. The vacancy evidence repeatedly joins P&L review with budgets, forecasts, scorecards, corrective actions and executive communication. A variance explanation should end with a decision, owner, timing assumption or escalation.

Third, cash awareness should be taught and practiced proportionately. The explicit frequency is only 10 in the accepted corpus, so it should not be presented as universal cash-management ownership. It remains essential as a bridge that prevents managers from equating accounting profit with available cash.

Fourth, commercial decisions require a defined unit. Margin and pricing analysis become actionable when the manager identifies the economic unit, separates fixed and variable effects, understands capacity constraints and tests behavior changes rather than relying on an aggregate average.

Fifth, investment recommendations need governance. Business cases should expose assumptions, alternatives and downside conditions. Managers must know which choices they can make, which require finance validation and which belong to executives, boards or formal approval bodies.

Finally, professional behavior is part of financial competence. The coded roles require managers to challenge assumptions without obscuring ownership, communicate uncertainty plainly, coordinate across functions, and escalate early when performance, cash, margin, contractual or investment risk exceeds their authority.

## Curriculum and portfolio boundaries

The vacancy evidence supports a managerial finance-literacy route for people who already understand their operating domain but need to make financially accountable decisions. It does not support presenting the course as a compressed finance qualification or as authorization to perform regulated or specialist work.

The practical content boundary should include interpretation of a management P&L, driver-based budget and forecast reasoning, profit-to-cash timing, contribution and break-even logic, pricing and margin diagnosis, and internal business-case or capex recommendations under organizational approval. It should use fictional, sanitized or specifically authorized data, reproducible calculations, explicit assumptions and human sign-off.

The boundary with MTF Institute’s [FP&A Operating Cycle](https://mtfinstitute.com/programs/fpa-operating-cycle-driver-planning-forecasting-performance-insight/) is role depth. FP&A is a finance-function workflow covering recurring enterprise planning, forecasting, variance and management reporting. The present evidence supports teaching operating budget owners how to read, challenge and contribute reliable assumptions; it does not support training them to own the full FP&A operating cycle, the close, consolidation or finance-system administration.

The boundary with the [Executive Certificate in Strategic Finance, M&A & Corporate Valuation](https://mtfinstitute.com/programs/strategic-finance-ma-corporate-valuation/) is analytical and transaction scope. The proposed managerial route may help a leader frame an internal equipment, capacity, product or resource decision. It should exclude company valuation, deal execution, securities decisions, portfolio construction and individualized investment recommendations.

The portfolio relationship is therefore complementary. **Professional Certificate in Finance for Non-Finance Managers** can be an accessible entry product and a shared-language bridge to finance. Learners who later need finance-professional planning depth may progress to FP&A; learners who need corporate valuation or transaction breadth may choose Strategic Finance. These are optional pathways, not prerequisites, credential equivalences or promises of employment or promotion.

## Limitations

This study has several important limits.

The sample is purposive and non-representative. It shows repeated employer expectations within deliberately selected relevant vacancies; it cannot estimate the prevalence of these requirements across all U.S. management jobs.

The research is a point-in-time snapshot. Employer pages can be edited, redirected or closed after 13 September 2026. Public ATS availability and search visibility influenced which roles could be observed.

The sample is weighted toward senior roles whose descriptions state financial responsibility clearly. It should not be used to infer that every first-line manager has the same authority or that a short learning program substitutes for domain experience.

The source partitions had different original field structures. Normalization created a common analytical schema, but some cadence, interface, authority or escalation fields were less explicit than the headline finance signals. Original source records and QA dispositions are retained for traceability.

The finance flags are conservative evidence indicators, not measures of proficiency. Silence was not converted into an asserted absence. Cash and working-capital evidence is especially sparse and must not be inflated with generic references to costs or budgets.

The study does not analyze salary, applicant volume, hiring growth, employer quality, course outcomes or causal effects on employment. It provides evidence for role and product decisions, not a labor-market forecast or employment guarantee.

## Rights-safe source approach

Vacancy pages were treated as public research sources, not republishing assets. The working corpus preserves canonical URLs, publisher identity, retrieval date, currentness evidence, short necessary excerpts or paraphrases, coding and limitations. It does not reproduce complete job descriptions, proprietary diagrams, third-party logos, certification curricula or protected frameworks.

This report uses original analytical prose and aggregate findings. Selected vacancy links illustrate how employers express a requirement; they do not imply endorsement by the employer. Role titles are used for identification, and no long passage from a source is reproduced.

The subject also requires rights and claims discipline. The evidence does not justify CPA, CFA, CMA, CGMA, FPAC or other designation equivalence. It does not authorize accounting, audit, tax, treasury, legal or investment-adviser activity. Examples involving AI should use fictional or sanitized information and remain drafts subject to human verification, employer policy and appropriate specialist review.

## Conclusion

The 100-vacancy corpus presents financial literacy as an operating-management capability. Employers ask non-finance managers to interpret performance, own or contribute to budgets, understand commercial economics, frame internal resource choices and work productively with finance. P&L and budget or forecast responsibility form the broadest common core. Margin, pricing and unit economics connect that core to frontline decisions. Internal investment evidence shows that managers must often build or defend a resource case. Cash and working capital appear less frequently but remain a consequential bridge where operations affect billing, collections, inventory or payment timing.

The central professional behavior is translation: convert operational facts into a financial explanation, a revised expectation and a decision-ready recommendation. The manager must preserve assumptions, respect approval limits and escalate material risk. This is neither bookkeeping nor abstract corporate finance. It is the discipline of making everyday operating choices economically visible and governable.

The evidence therefore supports a focused professional certificate for managers without formal finance education, provided its claims remain narrow and accurate. The product should build shared language and decision competence while preserving clear boundaries with FP&A, accounting, strategic finance, transactions and regulated advice.

## Selected source references

The full accepted corpus and canonical source ledger contain all 100 records. The following public employer or ATS pages are selected examples cited in the analysis:

- Fanatics Commerce, *Retail General Manager — University of Wisconsin Team Store*: https://job-boards.greenhouse.io/fanaticscommerce/jobs/4336257009
- StockX, *Director, Category Growth (General Manager)*: https://job-boards.greenhouse.io/stockx/jobs/8420553002
- Sitreps, *General Manager — Residential Home Services*: https://job-boards.greenhouse.io/sitrepsllc/jobs/4327541009
- Sitreps, *General Manager, Restoration Services*: https://job-boards.greenhouse.io/sitrepsllc/jobs/4389242009
- Nabis, *General Manager, Western Region*: https://job-boards.greenhouse.io/nabis/jobs/6180442004
- Cordance, *President — Business Unit*: https://job-boards.greenhouse.io/cordance/jobs/4873120008
- Airgas, *Area Operations Manager*: https://airliquidehr.wd3.myworkdayjobs.com/AirgasExternalCareer/job/Area-Operations-Manager_R10097048
- Walmart, *Operations Manager — Floor*: https://walmart.wd504.myworkdayjobs.com/en-US/WalmartExternal/job/XMLNAME--USA--Operations-Manager---Floor_R-2516203
- Interstate Batteries, *Market General Manager I*: https://interstate.wd1.myworkdayjobs.com/en-US/InterstateBatteries-Careers/job/US-PA-Pittston/Market-General-Manager-I_REQ-9038
- Samsung Electronics America, *Fulfillment Supply Chain Manager*: https://sec.wd3.myworkdayjobs.com/en-US/Samsung_Careers/job/Fulfillment-Supply-Chain-Manager_R119096
- AECOM, *Environment Practice Operation Leader — Remediation Focus — US West Region*: https://jobs.smartrecruiters.com/AECOM2/744000123742844-environment-practice-operation-leader-remediation-focus-us-west-region-
- Fortune Media, *General Manager, Membership*: https://fortune.wd108.myworkdayjobs.com/en-US/Fortune/job/General-Manager--Membership_JR100067
- WPP Media, *Senior Manager, Amazon Media & Growth*: https://job-boards.greenhouse.io/wppmedia/jobs/5263382008
- Church & Dwight, *Brand Manager, GNPI — Arm & Hammer*: https://churchdwight.wd1.myworkdayjobs.com/en-US/chdcareers/job/Brand-Manager---GNPI---Arm---Hammer-In-License-and-TAG_R2026-15374-1
- Anduril Industries, *Vice President, Production — Frontier Systems*: https://job-boards.greenhouse.io/andurilindustries/jobs/5218932007
- Altos Labs, *Business and Laboratory Operations Manager*: https://job-boards.greenhouse.io/altoslabs/jobs/6106430004
- Aditum Bio, *Senior Vice President, Portfolio Operations*: https://job-boards.greenhouse.io/aditumbio/jobs/4710965005
- Sailor Health, *GM of New Verticals*: https://jobs.ashbyhq.com/sailorhealth/96209cd1-5a07-4c61-ac2a-adf322bdf4b1
- Essentia, *VP, Construction*: https://job-boards.greenhouse.io/essentiainc/jobs/4372064009

## Evidence note

This report is an original analysis of the accepted vacancy corpus and coding summary. Corpus IDs, canonical URLs, retrieval evidence, source records and QA dispositions remain in the retained research archive. Counts in the report reproduce the accepted summary; qualitative examples are linked to their retained public sources. The sample is purposive and non-representative.



## Citation

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