Sr. Mgr Electrification Maintenance Programs , GFP Electrification & Infrastructure

Description

We are looking for a Senior Manager who will own maintenance performance outcomes for Amazon's deployed electrification infrastructure - the largest private fleet network globally. You will achieve this  by building the systems, vendor governance frameworks, metrics discipline, and automation-ready processes that let your team manage twice the fleet without twice the resources.

This is not a fire-fighting role. This is a role for someone who builds the programs that ensure when fires occur, the response is fast, tracked, and continuously improving. You will be the chief of MTTR (mean time to repair): own it, decompose it, drive it down, and ensure leadership always knows exactly why it moved on any given week.

You will manage a team who oversees 3P maintenance vendors. You will build robust systems to verify vendor work quality, track accountability, or enforce standards. You will leverage our 24/7 Network Operations Center (NOC) for monitoring and dispatch, driving integration and process rigor between the NOC, your PM team, and your vendor network into a seamless, scalable operation.

You deeply understand what excellent classical program management looks like and know how to coach others toward it - crisp strategies, plans with milestones and owners, ruthless tracking, and effective cross-functional stakeholder management. You will also own our mobile charging and resiliency strategy, ensuring we have playbooks and deployment logic to minimize impact when fixed chargers are down. Finally, you will define requirements for AI applications that automate technician workflows and dispatch logic - not building the tools, but ensuring they get built right because you defined what "right" looks like from the field.

Key job responsibilities

- Own MTTR as the single most critical maintenance metric - decompose it into its component drivers, build measurement systems that explain week-to-week fluctuations, and drive programmatic initiatives to reduce it continuously across the fleet

- Manage and develop a team responsible for third-party vendor oversight, maintenance program execution, and field issue resolution

- Build metrics frameworks and reporting mechanisms that give leadership clear, trustworthy visibility into maintenance performance, vendor quality, and program effectiveness

- Drive the transition from a reactive, bias-for-action operating model to a proactive, systems-driven model that scales with fleet growth without proportional headcount growth

- Own the mobile charging and resiliency strategy - including asset deployment logic, vendor management, playbook development, and integration with the NOC dispatch workflow

- Define requirements and use cases for AI/ML applications that will automate technician workflows, diagnostic triage, dispatch optimization, and vendor work verification - partnering with product and engineering teams to translate operational needs into technical specifications

- Coach a high performing team on writing program strategies, building program plans with clear milestones and owners, establishing mechanisms for tracking progress, and working with cross-functional stakeholders

- Partner with the 24/7 NOC to optimize monitoring-to-dispatch workflows, improve alarm fidelity, reduce false dispatches, and ensure seamless handoffs between detection, triage, and vendor response

- Drive cross-functional alignment with Engineering, Operations, Supply Chain, Product, and Data Science to ensure maintenance programs are integrated with design feedback loops, fleet expansion planning, and technology roadmaps

- Travel required 30% of time

A day in the life

Your Monday morning starts with your weekly MTTR review. Last week, MTTR ticked up 8% - and unlike three months ago, you know exactly why. Your metrics framework decomposes it: vendor response time in one region degraded because a staffing change wasn't caught by your team's vendor management cadence. You assign your PM to execute corrective actions, and you flag it for discussion in Thursday's vendor business review.

By mid-morning, you're in a 1:1 with a team member, reviewing the draft program strategy she's written for…