What it takes to make it as a COO in 2026
In the building materials sector, a strategic plan is only as strong as the team executing it at 8:00 a.m. on a Monday.
This year brings mounting pressure: tightening margins, tariff volatility, and an aging skilled workforce — all converging at once. Success will depend not just on strategy, but on operational leadership that bridges vision and execution.
“The successful COO in 2026 isn’t just designing tomorrow — they’re stabilizing today’s workforce to make tomorrow possible,” says Mark Fisher, President of TZR. “We’ve seen it all in our almost 30 years: companies hire ‘visionary’ COOs who fail because they don’t understand the tactical realities on the ground.”
The “People Supply” is Now a Supply Chain Risk
You need “safety stock” in talent, not just product.
Experienced COO and Operations Managers know the labor market in the building industry is structural, not cyclical.
When leaders focus solely on “hard” efficiency metrics (throughput, waste reduction etc.) without solving the “soft” People Supply issues (turnover, engagement), the system starts to break down.
“Streamlining operations is often viewed as merely a cost-cutting measure. Still, it can and should be viewed as a growth driver—reducing unit costs and ensuring the operation is scalable will free up time and money to invest in other innovative initiatives. Adding to the mix, all companies are fighting for talent. That’s nothing new; organizations want the best minds representing their brand. But it’s not just about finding the right people; it’s about making sure they have the right skills and sitting them in the right chair,” Independent Agent Magazine.
2026 View: The COO is the “Field General”
The CEO demands growth.
The floor demands stability.
The COO must translate growth into capacity.
What does that mean? Mark explains, “You don’t want a COO who just sits in the boardroom. You need a leader who walks the walk, earns respect throughout the entire organization – not just their direct reports – and can identify why a strategy isn’t sticking.”
Strategic Empathy is Efficiency
The best COOs in 2026 understand that retention is the highest form of efficiency. They build culture not just to be nice, but to protect margins.
Today’s COO is navigating a complex set of demands:
- Can they lead within an automated workflow environment? Can they leverage predictive analytics to anticipate a shortage before it disrupts operations?
- Can they reforecast budgets in real time as tariffs shift and market conditions evolve?
- Do they understand the physics of the warehouse — logistics, throughput, workflow, and safety compliance — not just in theory, but in practice?
- Modern operations leadership requires fluency in both the numbers and the floor.
Mark suggests asking a simple but revealing question: Will your COO panic — or pivot?
Soft skills are power skills. In the building materials industry, Sales often overpromises, and Operations is left to deliver. The right leader knows how to navigate that tension — aligning teams without creating friction or fueling blame.
When a shipment is delayed, and the customer is frustrated, can your COO steady the situation, recalibrate the plan, and move the team forward?”
PWC “It’s about setting the foundation for smarter, faster operations that can quickly adapt as conditions change.”
TZR = Precision hiring. Predictable results.
The TZR Difference: We don’t just match keywords; we assess the balance. We look for the COO who can both pivot and build trust.
The Bottom Line: In 2026, your Operations Strategy is your People Strategy. If you don’t have a leader who can manage both the data and the diplomat role, reach out to us.
