# Operations Project Lead at Dyson

Dyson is hiring an Operations Project Lead in Shenzhen, China. Level rates it Little AI ●○○○; you can [apply on Dyson](https://jobsbylevel.com/go/c5e094dc-d430-4483-94a7-2abb0e0591e0?utm_medium=ai-agent).

AI Level 1, AI centrality 39 out of 100. China - Shenzhen Office.

## Details

- Company: [Dyson](https://jobsbylevel.com/companies/dyson)
- AI level: AI Level 1 (score 39 out of 100)
- Location: China - Shenzhen Office
- Posted: August 31, 2026
- Apply: https://jobsbylevel.com/go/c5e094dc-d430-4483-94a7-2abb0e0591e0?utm_medium=ai-agent
- Free CV review for this job: https://jobsbylevel.com/cv-review?job=operations-project-lead-at-dyson-b05734

## Description

About the Role The role will be based in Dyson Shanghai office and will be responsible for the industrialization of products into a New Dyson category. The Operations programme Manager will be an individual contributor (with no direct reports) leading the Dyson cross functional (GSC) Global supply chain project team and manage a Joint Design Manufacturing (JDM) partnership. The OPM will report to the Head of Programmes (in Singapore), within the New Product Operations team. The OPM function in Shanghai is expanding, which will open opportunities for the individual in this role to progress, as a line manager and / or become accountable for a larger portfolio of products. Operational Accountabilities Portfolio Management: • Accountable for the delivery and industrialization of a ‘New to dyson’ portfolio of products. • Accountable for both the new product introduction and In-life product sustaining activities to support the Business unit (BU) plan. • Accountable for the integrated GSC plan for the projects within their portfolio, lead the cross team of Manufacturing Engineering, Tooling, Manufacturing test, procurement, production planning, after sales and external partners to industrialize the portfolio of products. • Accountable for coordinating all functions inputs through the supplier selection process for any outsourcing activities, for all projects within the portfolio. • Responsible for ensuring the agreed (with the BU) capacity is installed in time to deliver product to the markets on time and in full, for all projects within their portfolio. • Responsible for evaluating projects and change requests sponsored by the Business Unit take action to mitigate risks and develop opportunities. • Accountable for ensuring alignment, commitment and execution of the production ramp plans for all projects within their portfolio. • Chair the NPO portfolio review with the OPMs and stakeholders – ensuring the content is of an exceptional standard and driven by risk and issue management. • Identify risks to delivering the portfolio, ensuring appropriate escalation through the agreed channels and the leaderships direction is captured and cascaded to the team. • Manage the preparation of Project status reporting, as to enable the portfolio health report to be published to the agreed cadence. • Drive consistency and rigor into the NPO planning for all projects within the portfolio, challenging unrealistic schedules whilst presenting the optimum solution. • Manage BU requests for GSC, engaging the appropriate GSC teams to provide accurate and timely reports. Resource Management: • Ensure all active projects have been ‘triaged’ by all GSC functions, to ascertain the resource demand for portfolio. • Prioritizes the workloads within their portfolio, in alignment with the GSC programme management team, to best meet the BU Portfolio plan. • Operate the projects to the committed resource plan, ensuring commitments are met. • Ensure all external partners have sufficient resource committed to deliver projects within their portfolio on time. Budget Management: • Accountable for the timely and accurate submission of CAPEX requests for all projects within the portfolio • Manage the CAPEX Budget vs Actuals for all projects within their portfolio, ensuring variation to the budget amount and expenditure rate is communicated to the BUs and Finance. Third Party Management • • Accountable for ensuring good working relationships are maintained between internal and third-party delivery teams. • Accountable for ensuring the third part delivery teams adhere to the GSC plan for all projects within their portfolio. • Strategic and Continuous Improvement Accountabilities: • Responsible for lead sponsored process and transformational change, detailing issues/gaps/problems/blockers, and driving teams to an effective solution. • Provides strategic input to improve our ways of working both internally and externally. Identifying possible opportunities and threats that

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