Principal Product Manager, Freight Express, Amazon Supply Chain Services
Posted Updated
Description
You are a Principal Product Manager who has owned product at scale inside complex, rapidly growing organizations the kind of environment where the hardest part is not shipping features, but setting a durable product direction that senior leaders and multiple teams align to. You think in systems and economics, you are relied on to be right a lot, and you have a track record of turning a messy, multi-dependency problem into a single product that customers choose.
You bring deep analytical judgment you are comfortable diving into unit economics, reliability and performance data, and the cost and margin structure of a product, and you use that insight to decide where to place the long-term bets. You are equally strong at influencing across organizations without direct authority, aligning operations, network, commercial, finance, compliance, and engineering leaders behind one plan, and engaging senior leadership to secure investment and drive high-stakes decisions.
The domain for this role is Freight Express at Amazon Air Cargo how Amazon moves freight gateway-to-gateway, extends it into a true door-to-door experience, and connects international lanes into the domestic network across the US and EU. Deep freight, transportation, or logistics experience is a strong plus, but it is not the gate. If you have operated a product at scale, reason fluently from data and economics, and have influenced broadly across a large organization, we want to talk to you we will bring you up the domain curve.
The Product: Freight Express
Freight Express spans three connected layers. The opportunity is to define a single, coherent product promise across all of them — not a stack of disconnected legs.
Gateway-to-gateway — the existing Amazon Air Cargo airport-to-airport experience, from booking through air movement to arrival.
End-to-end with ground — extend the product into a door-to-door experience by integrating first-mile and last-mile ground into a single, reliable freight offering.
International — enable international lanes to feed into the domestic Freight Express network, connecting cross-border origins into the end-to-end product.
You will own the Freight Express product experience across both the US and EU, accounting for the regulatory, operational, and commercial differences between regions while holding a consistent product bar — deciding where the product converges across regions and where it must adapt.
Key job responsibilities
Own the end-to-end product strategy for Freight Express and define the product customer-back across all three layers. Make the hard trade-offs between operational feasibility and customer experience, decide when to build versus influence a platform or operations team’s roadmap, and ensure capabilities land in the right long-term home. Set strategy that other senior leaders and teams align to.
Deep-dive the data and economics:
Instrument the product and define success metrics up front, then dive deep into lane economics, transit-time and connection reliability, first- and last-mile ground performance, customs and cross-border delays, and the cost and margin structure of the end-to-end product. Measure actual performance against the product promise and the business case, identify the highest-impact quality gaps from the data (connection misses, ground exceptions, customs delays, failure modes), and feed them back into the product and network.
Influence and lead across organizations:
Drive alignment across air gateway operations, ground first/last-mile carriers, international and customs operations, commercial, finance, compliance, and engineering — across the US and EU, without direct authority. Translate hard operational constraints (gateway cutoffs, ground pickup/delivery timing, cross-border clearance) into a single recommended path, eliminate fragmented ownership and missed handoffs across the air-to-ground and international-to-domestic seams, and unblock cross-org dependencies before they become escalations.
Own the full product lifecycle and quality:
Run the product cycle end to end — product definition and strategy, capability enhancement that closes gaps across the air and ground legs and the international feed, performance measurement, and continuous quality improvement. Continuously evolve the product based on customer feedback, operational quality and cost, and P&L outcomes.
A day in the life
Set the strategic direction for the Freight Express product across teams — aligning air, ground, international, commercial, and engineering around one gateway-to-gateway-to-door product definition.
Deep dive into data (lane economics, connection and on-time performance, ground first/last-mile reliability, customs and cross-border delays, customer feedback) to shape the roadmap and decide where to invest for maximum reliability and margin impact.
Run the product cycle end to end — move initiatives from strategy to requirements to capability launch, then measure outcomes, surface quality gaps, and feed them back into the next iteration.
Partner with engineering and operations leaders across the US and EU to shape network and product design, ensuring the product scales and holds its service promise in both regions.
Unblock cross-org dependencies before they become escalations; frame program narratives for senior leadership — connecting network and product progress to business outcomes.
Spend time with Ops teams and in the network — air gateways and ground legs — to pressure-test whether the product performs for shippers in the real world.
What this takes
Someone who toggles between deep product and operational insight and strategic product leadership — owning the full product cycle across air and ground, domestic and international, US and EU — and turning a complex multi-modal, multi-region network into a single reliable Freight Express product that shippers choose.
You bring deep analytical judgment you are comfortable diving into unit economics, reliability and performance data, and the cost and margin structure of a product, and you use that insight to decide where to place the long-term bets. You are equally strong at influencing across organizations without direct authority, aligning operations, network, commercial, finance, compliance, and engineering leaders behind one plan, and engaging senior leadership to secure investment and drive high-stakes decisions.
The domain for this role is Freight Express at Amazon Air Cargo how Amazon moves freight gateway-to-gateway, extends it into a true door-to-door experience, and connects international lanes into the domestic network across the US and EU. Deep freight, transportation, or logistics experience is a strong plus, but it is not the gate. If you have operated a product at scale, reason fluently from data and economics, and have influenced broadly across a large organization, we want to talk to you we will bring you up the domain curve.
The Product: Freight Express
Freight Express spans three connected layers. The opportunity is to define a single, coherent product promise across all of them — not a stack of disconnected legs.
Gateway-to-gateway — the existing Amazon Air Cargo airport-to-airport experience, from booking through air movement to arrival.
End-to-end with ground — extend the product into a door-to-door experience by integrating first-mile and last-mile ground into a single, reliable freight offering.
International — enable international lanes to feed into the domestic Freight Express network, connecting cross-border origins into the end-to-end product.
You will own the Freight Express product experience across both the US and EU, accounting for the regulatory, operational, and commercial differences between regions while holding a consistent product bar — deciding where the product converges across regions and where it must adapt.
Key job responsibilities
Own the end-to-end product strategy for Freight Express and define the product customer-back across all three layers. Make the hard trade-offs between operational feasibility and customer experience, decide when to build versus influence a platform or operations team’s roadmap, and ensure capabilities land in the right long-term home. Set strategy that other senior leaders and teams align to.
Deep-dive the data and economics:
Instrument the product and define success metrics up front, then dive deep into lane economics, transit-time and connection reliability, first- and last-mile ground performance, customs and cross-border delays, and the cost and margin structure of the end-to-end product. Measure actual performance against the product promise and the business case, identify the highest-impact quality gaps from the data (connection misses, ground exceptions, customs delays, failure modes), and feed them back into the product and network.
Influence and lead across organizations:
Drive alignment across air gateway operations, ground first/last-mile carriers, international and customs operations, commercial, finance, compliance, and engineering — across the US and EU, without direct authority. Translate hard operational constraints (gateway cutoffs, ground pickup/delivery timing, cross-border clearance) into a single recommended path, eliminate fragmented ownership and missed handoffs across the air-to-ground and international-to-domestic seams, and unblock cross-org dependencies before they become escalations.
Own the full product lifecycle and quality:
Run the product cycle end to end — product definition and strategy, capability enhancement that closes gaps across the air and ground legs and the international feed, performance measurement, and continuous quality improvement. Continuously evolve the product based on customer feedback, operational quality and cost, and P&L outcomes.
A day in the life
Set the strategic direction for the Freight Express product across teams — aligning air, ground, international, commercial, and engineering around one gateway-to-gateway-to-door product definition.
Deep dive into data (lane economics, connection and on-time performance, ground first/last-mile reliability, customs and cross-border delays, customer feedback) to shape the roadmap and decide where to invest for maximum reliability and margin impact.
Run the product cycle end to end — move initiatives from strategy to requirements to capability launch, then measure outcomes, surface quality gaps, and feed them back into the next iteration.
Partner with engineering and operations leaders across the US and EU to shape network and product design, ensuring the product scales and holds its service promise in both regions.
Unblock cross-org dependencies before they become escalations; frame program narratives for senior leadership — connecting network and product progress to business outcomes.
Spend time with Ops teams and in the network — air gateways and ground legs — to pressure-test whether the product performs for shippers in the real world.
What this takes
Someone who toggles between deep product and operational insight and strategic product leadership — owning the full product cycle across air and ground, domestic and international, US and EU — and turning a complex multi-modal, multi-region network into a single reliable Freight Express product that shippers choose.