Director Engineering, Logistics

Engineering Leader For Logistics Group

This role is for an engineer who became a leader, not a leader who happened to come from engineering. You'll manage five engineering managers and a Principal Engineer, but you'll be expected to understand the systems your teams are building well enough to ask the right questions, spot the wrong architectural call before it ships, and step into a hard technical conversation without needing a translator.

You'll also be expected to build real relationships with Finance, Parcel, and other cross-functional partners rather than waiting for those relationships to be handed to you. If you've led engineering organizations through real growth, you still think like an engineer, and you're not afraid to make a hard call on a team that isn't performing, this role was built for you.

• You'll lead one of the most consequential parts of Stord's business at a moment when the company is growing fast and the stakes for getting Logistics right have never been higher.

• Billing automation isn't a side project here. It's a core initiative with Finance that changes how accurately and quickly Stord gets paid.

• The TMS and Parcel standalone build is a rare chance to own a system that both saves the company money today and has a credible path to generating new revenue.

• LMS gives you a direct line from engineering work to bottom-line warehouse cost savings across the entire network, not just one site.

• WMS puts you in charge of the platform powering live fulfillment operations across North America and the UK, with more international growth on the roadmap.

• You'll inherit a strong bench (five managers and a Principal Engineer) and have real authority to shape how that org performs, not just maintain it.

Org & Talent Leadership

• Own performance and accountability across five engineering managers and a Principal Engineer, setting a clear bar for what good looks like on each team.

• Coach your managers directly: give them the feedback, support, and stretch opportunities they need to grow into stronger leaders.

• Set a high bar and act decisively when someone, manager or IC, isn't meeting it. Enable people as much as you can; don't carry someone who isn't pulling their weight.

• Make organizational design calls (team boundaries, reporting lines, role definitions) as the group's scope and headcount evolve.

Billing Automation

• Partner directly with Finance leadership to drive the end-to-end automation of Stord's billing process.

• Hold the Billing team accountable to a roadmap that materially reduces manual billing work and billing errors.

• Surface and resolve the cross-functional blockers that typically stall finance-engineering initiatives.

TMS / Parcel Standalone Build

• Own delivery of the standalone TMS system being built alongside the Parcel team.

• Push the team toward the cost-saving milestones this system needs to hit, while keeping the longer-term revenue opportunity in view.

• Get close enough to the technical approach to catch problems early, not after they've shipped.

LMS Network Efficiency

• Drive the LMS roadmap toward measurable, network-wide reductions in warehouse cost-to-serve.

• Connect LMS work to real operational outcomes by building a working relationship with warehouse operations leadership.

• Prioritize ruthlessly between LMS features that move the cost needle and ones that don't.

WMS Platform Scale

• Own the technical health and roadmap of the core WMS powering Stord's live fulfillment network across the US, Canada, and the UK.

• Make the platform investment decisions (reliability, performance, technical debt) needed to support continued international growth.

• Keep the team's execution predictable enough that the rest of the business can plan around it.

• Engineering depth, not just management experience. You were a strong, hands-on engineer earlier in your career, and you still understand R&D processes, languages, and technologies well enough to engage in real technical conversations, even though you're not writing production code day to day.

• Active problem-solving, not delegation by default. You jump into hard problems yourself. If a team is stuck, you're in the room figuring out why, not waiting for a status update.

• Cross-functional relationship building. You build real working relationships with partners like Finance and Parcel rather than relying on org charts. This is not optional in this role; it's a condition of succeeding in it.

• Organizational leadership 've managed managers before, ideally across more than one product domain, and you know how to drive consistency and standards across a multi-team org.

• A track record of driving outcomes, not activity. You can point to specific business results (cost savings, revenue, delivery predictability) that your organizations produced under your leadership.

• Ownership & Accountability:
  You own outcomes, not just activities. When your team ships, you take pride. When something breaks, you take responsibility and fix the…