Principal Product Manager, Shipping Express, Amazon Air Cargo

You're a Principal Product Manager with deep experience in supply chain, transportation, or logistics product strategy within complex, rapidly scaling organizations. You've owned end-to-end product vision for a shipping, delivery, or transportation product at scale, and you have a track record of turning operational networks into differentiated, customer-facing products that customers love and adopt to. You excel where the problem spans network operations, product definition, commercial strategy, and customer experience — and you bring the strategic judgment to define the right long-term bets while delivering near-term value.

You have strong analytical skills and are comfortable diving deep into transit-time and cutoff economics, network flow and injection constraints, coverage and lane profitability, pricing structure, and competitive benchmarking to decide where product and network investment drives outsized revenue and share impact. You understand that this is not project management — this is setting direction for a shipping product that competes head-to-head with industry leading services and must earn every shipper's choice.

High judgment is expected at the Principal bar: defining the product promise and service bar customer-back (not operations-forward), making trade-offs between operational feasibility and customer delight, deciding when to build versus influence a platform or operations team's roadmap, and influencing across operations, network design, commercial, finance, and engineering teams without direct authority. You set strategy that other senior leaders and teams align to, you regularly engage with senior leadership to secure investment and drive high-stakes decisions, and you are relied on to be right a lot.

You have a proven track record of building a transportation or delivery product that became a durable competitive advantage.

Key job responsibilities

Strategic Product Management — Define the executive-level vision for the Shipping Express 2-day product and translate it into actionable multi-year roadmaps aligned across operations, network design, product, commercial, and engineering. Define the product customer-back — product promise, cutoff times, guaranteed delivery windows, tracking/visibility SLAs, pickup experience, coverage footprint, service tiers, and pricing framework — benchmarked dimension by dimension against UPS 2nd Day Air and Fed Ex 2

Day. Own end-to-end outcomes and business impact (shipper acquisition and retention, volume and share growth, delivery-performance SLAs, cost per shipment, and shipper satisfaction).End-to-End Product Lifecycle & Quality Ownership — Own the full product cycle for Shipping Express and the quality of the product at every stage:

Vision — Set the long-term product vision and the "why now," grounded in customer need and competitive gap.

Requirements — Translate the vision into clear, prioritized product requirements that engineering and operations can build from.

Phased launch — Launch in deliberate phases (pilot scale expand), defining the entry and exit criteria for each phase rather than attempting a single big-bang release.

Measurement — Instrument the product and define the success metrics up front; measure actual performance against the product promise and the business case after each phase.

Quality improvement — Identify quality gaps from the data (service misses, exceptions, defects, failure modes) and drive the highest-impact improvements back into the product and network.

Product evolution — Continuously evolve the roadmap based on customer feedback, operational quality and cost, and P&L outcomes — deciding what to double down on, what to fix, and what to retire.

Cross-Team & Network Leadership — Lead product vision and…