VP Digital Commerce and Growth

Mission

Build Autocar’s digital commercial engine for vocational trucks, starting with Construction. Make it easier for qualified buyers to discover, compare, configure, price or quote, and move into a sales‑assisted purchase — while defining, resourcing, and proving the business case that delivers measurable pipeline and unit growth

Autocar products are complex, high-consideration, and often custom‑engineered. The first win is not consumer‑style checkout for every truck. It is a reliable, omni‑channel digital journey that turns buyer intent into a configured, priced, sales‑ready opportunity — and, where operationally practical, a reservation or transaction for eligible stock units.

This is a build-and-prove role, not a website‑maintenance role. You will define the operating model, prioritize the roadmap, establish the product‑data and technology foundations, launch Construction as the lighthouse, and scale what works across Refuse and Terminal Tractor. Critically, this role owns the mandate to develop the investment case, size the resources required, and demonstrate return — the budget, team, and success measures are yours to propose, justify, and prove, not pre‑set for you.

• The vocational digital commerce strategy and investment case. Own the multi‑year strategy, the operating model, and the business case for digital commerce across the vocational portfolio (Construction first). Define the funding and resourcing required, secure approval, and be accountable to the executive sponsor for return on that investment - not merely for shipping features.
• A named commercial outcome you will define, then deliver. Establish the baselines (traffic, leads, pipeline, conversion, inventory turns, unit sales), propose the year‑one and multi‑year targets, and then own the funnel from discovery through sales‑assisted purchase - including the qualified‑pipeline, online‑influenced units, and cost‑per‑qualified‑opportunity you commit to.
• The Construction digital go‑to‑market and its launch decisions. Own the end‑to‑end dump and mixer buyer journey — model/spec content, stock‑inventory visibility, guided configuration or quote, calculators, lead capture, and sales routing - with authority to set scope, sequence, and launch / no‑launch gates for the MVP and each release.
• Demand generation strategy and investment. Own the demand‑generation investment and its allocation across technical SEO, paid media, retargeting, account‑based campaigns, and structured content useful in search and AI‑assisted research. Accountable for qualified‑demand volume and quality - not traffic vanity metrics.
• The commerce technology architecture and build‑vs‑buy authority. Own the business requirements, vendor selection, and build‑vs‑buy decisions across product catalog / PIM, configurator / CPQ, pricing, inventory feeds, CRM, marketing automation, analytics, and integrations - setting the standards the platform is held to, in partnership with the technology partner.
• The digital‑to‑sales operating model and SLAs. Own the lead‑scoring, routing, response‑time standards, nurture, attribution, and feedback loops - jointly governed with the Vocational GMs and Sales leadership - and the operating cadence (e.g., weekly funnel reviews) that enforces them.
• Team, budget, and partner accountability. Own the org design, the approved headcount and hiring, and the agency / technology‑partner roster; build the team from its current state to the structure the mandate requires, setting performance standards and holding internal and external teams accountable.
• The scale‑and‑replicate mandate. Own the decision on when and how to extend the proven platform and playbooks to Refuse and Terminal Tractor, and when to advance into deeper configuration, reservation, deposit, or financing for eligible stock units - based on demonstrated unit economics and organizational readiness.

• A record of building, not only operating. You have created or materially rebuilt a digital commerce or digital sales capability at meaningful scale — the platform, process, team, and measurement system — not just managed an existing one.
• Commercial…