Amazon Now (also referred to as Quick Commerce) is one of Amazon"s highest-visibility emerging businesses - operating a network of dark stores to power Amazon"s fastest delivery service yet, putting a curated assortment in customers" hands within 30 minutes across major US metro areas. We are building the financial infrastructure for this business from the ground up, and we"re looking for a Finance Manager who wants to own a meaningful piece of that build.
This role owns the cost story for Amazon Now under-the-roof operations ; labor utilization, cost-to-serve, productivity metrics, and the financial narrative that connects operational performance to store-level economics. Beyond the numbers, you will be a hands-on finance partner across the full lifecycle of store operations: from how new stores are rolled out and designed, to how they are staffed and scaled. You will work directly with operations, real estate, and HR partners to ensure financial rigor is embedded in decisions before they are made - not applied after the fact.
You will be a key contributor to our Path to Profit agenda, with direct visibility into the economics that will determine how and whether this network scales across the US. As the business grows, so does the scope of this role; the person who builds the foundation here will be well-positioned to grow with it.
Key job responsibilities
UTR (under-the-roof) cost management : end-to-end ownership of UTR costs across the Amazon Now store network, including labor, productivity and operational cost-to-serve. Own the variable cost story in weekly business reviews; ensure consistency across segment-level, business WBR, and Profitability WBR forums (L10 attended). Work directly with Amazon Now operations leaders on labor utilization, VCPU performance, and cost reduction opportunities; translate finance insights into operational action
Store design optimization: provide finance partnership on physical store design choices with cost and productivity implications; quantify trade-offs across layouts, assortment strategy, process configurations, and labor models to inform design decisions before capital is committed
Labor Model optimization : partner with HR and operations on headcount planning and staffing model economics for new and existing stores; ensure labor cost assumptions in forecasts and site feasibilities reflect realistic ramp curves and market conditions
Network strategy : partner with real estate, operations, and business development teams to provide financial inputs into new store launch decisions; build and pressure-test the economics behind network expansion, and site prioritization
Planning cycles: lead variable cost inputs into Q3G, OP1, and OP2 with driver-based rigor
Metrics & accountability: develop and own KPI tracking for variable cost vs. entitlement targets; build early warning visibility into cost deviations
Ad hoc analysis: respond to leadership pulls with independent, fast-turnaround financial analysis