Navigating Complexity with Precision
Chief Operating Officer,
P&P Imports LLC.
Every thriving business has a driving force behind the scenes—someone who transforms obstacles into opportunities, turning strategy into action. For P&P Imports LLC, that force is Xavier Joffre, the Chief Operating Officer whose career is a masterclass in operational excellence. With an impressive portfolio that includes leadership stints at global powerhouses like Disney and Fox Racing, his expertise goes beyond maintaining operations—he redefines them. Since stepping into the role, he has led innovative product expansions, implemented automation in demand planning, and streamlined operations to power the company’s multi-channel growth. With P&P Imports hitting the $100M revenue USA’s Most Influential COOs 2024 24 mark, Xavier’s unwavering focus on efficiency and profitability is securing its place as a market leader. Recognized as one of USA’s Most Influential COOs of 2024, his impact is louder than words. In an exclusive interview with TradeFlock, he shares insights into his leadership philosophy, strategic approach, and vision for the future of operations in a dynamic business landscape.
At the core of my approach is a simple belief: Great partnerships don’t just happen—they’re built, nurtured, and fine-tuned like any well-oiled machine. I’ve been fortunate to learn this firsthand in some incredible roles. At Disney, Sony manufactured our Blu-ray discs. At Fox Racing, I spearheaded the launch of a bonded 3PL in Shenzhen with Expeditors. At Aqualung, I managed diving gear production lines while outsourcing warehousing to NFI. And now, at P&P, we run a newly remodeled 135K SQF storage facility, but we outsource 100% of the manufacturing. I have a simple philosophy: Treat every partner like part of your own team—expect nothing less, but recognize that they have their own priorities, goals, and P&L to manage. Clear communication is essential, and, as I like to say, “trust isn’t given, it’s earned—over emails, meetings, and Quarterly Business Reviews.” That’s why I ensure we have a rigorous RFP process to find the right partners and schedule regular QBRs to stay aligned and agile as the business evolves.
“Innovation without structure is no more than just a good idea.” Thus, at P&P Imports, I rely on a robust Go-To-Market calendar to keep everything on track. Each product has clear milestones, with development, marketing, and operations teams aligned from ideation to launch. With 1,200 SKUs across GoSports, GoFloat, and GoPong—half introduced since I joined four years ago—our innovation engine is running fast. But it’s not just about creating more products; it’s about creating the right ones. We carefully analyze each new launch to ensure it drives incremental growth, not just slices the revenue pie thinner. That’s how we keep the momentum going without sacrificing operational excellence.
My day starts with lots of coffee and plenty of open threads on TEAMS, each tied to different parts of the business. “Amid the noise, it’s all about knowing what moves the needle.” I juggle constant communication with a handful of core supply chains and FP&A templates I’ve developed, reviewing them with my team at a regular cadence. These tools help us manage inventory, seize new opportunities, and mitigate financial risks efficiently. With over $100M in income driven by a steep Pareto curve across products and channels, I focus my attention where it matters most, balancing priorities to keep everything moving smoothly
“In today’s world, if you’re not evolving, you’re falling behind.” That belief has driven how I’ve approached digital transformation in operations. This year, I implemented gamechanging software with an overnight programming interface integrated directly into our ERP and the Amazon Vendor Central platform. Now, we have a fully automated, real-time digital system that provides seamless oversight of inventory levels across multiple locations, 1P sell-through, vendor PO demand, and goods in transit. With this solution, we update forecasts, review site and Amazon inventory, and quickly determine when to issue new production orders. It wasn’t a plug-and-play setup—finding the right technology partner took time and effort. My advice? Don’t just stick with the big names; look for emerging disruptors who are open to tailoring their technology to meet your unique needs. Those are often the partners who will go the extra mile to help you succeed.
Managing risk while driving growth is like walking a tightrope—it takes constant balance. With products ranging from $4.99 to $1,199.99, lead times between 5 to 10 weeks, and margins swinging from 30% to 80%, “every decision is a calculated bet.” Some orders fit on a single pallet, while others fill two 40 HQ containers, so I tailor our inventory strategy to match the situation. I also track retail trends closely to spot whether a product is climbing, flat, or dipping, adjusting risks as needed. For new launches, we rely on a revenue model that lets us act quickly on opportunities, and I always keep an eye on net margins after ads and promotions to ensure we’re growing smart, not just fast
