Earl Murphy

About Earl Murphy

I lead operations and supply chain in high-growth, PE-backed manufacturing environments, focused on scaling businesses where revenue has outpaced operational infrastructure — particularly in agricultural-adjacent (pet food) and food manufacturing sectors.I began my career in agricultural operations with ADM, building a foundation in procurement discipline, yield improvement, and cost structure management across a multi-site network.I then moved into large-scale food manufacturing with Dole, managing a $40MM operating budget during a period of rapid capacity expansion, with a focus on yield improvement, waste reduction, and aligning floor execution with P&L performance.I transitioned into growth-stage manufacturing with Hans Kissle, where I led the greenfield startup of a new facility and built the operational foundation that enabled scaling into national retail distribution.Most recently, I’ve been operating in a PE-backed environment, leading multi-site supply chain and operations. I’ve focused on improving cash flow and working capital through stronger inventory governance, accelerating order-to-cash, and driving procurement leverage while supporting significant growth.I’m focused on senior operations leadership roles within PE-backed businesses that require both operational buildout and financial discipline to perform.

Experience

1. Director of Operations

   Macrocap Labs Inc

   Jul 2025 — Present · Orlando, FL, US

   Private equity backed beverage and nutraceutical manufacturerLead operations and supply chain across multiple manufacturing and distribution sites during a period of rapid growth where commercial demand outpaced the operating model.Brought in to stabilize execution and build the infrastructure required to support scale across production, inventory, and fulfillment.Supported growth from roughly 70M to 130M run rate in under a year while bringing structure to a highly variable operating environmentBuilt the first real production planning process and SIOP discipline, reducing backlog from over 12 months to a 12 week cadenceDeveloped demand, capacity, and cash forecasting to give leadership forward visibility into constraints and working capital needsReworked the 3PL and warehouse model and pricing, growing logistics revenue from about 800K to 4.8M and turning it into a meaningful profit driverTightened order to cash and batch close processes, reducing close timelines from about 56 days to around 15 days and accelerating invoicingSimplified raw material and SKU complexity, lowering working capital requirements while maintaining flexibility for customersLed operations across manufacturing, warehousing, and distribution to align execution with aggressive growth targets

Education

• Oklahoma State University

  Bachelor's degree, Agribusiness/Agricultural Business Operations

  2009 — 2013