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 FedEx 2Day. 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 execution across multi-org dependencies, driving alignment across network design, sort/injection operations, air gateway capacity, and middle-mile/last-mile execution. Translate hard operational constraints (pickup-to-injection timing, gateway cutoffs, sort-center flow) into a single recommended network path and a product customers can rely on. Eliminate fragmented ownership and missed handoffs across the shipping journey; own the build-vs-influence calls and ensure capabilities land in the right long-term home.

Operational Excellence & Scale - Design a product and the supporting network capabilities that scale with volume growth without proportional increases in manual exception handling. Use data to identify and eliminate the highest-impact friction points across the pickup-to-delivery experience and the lanes that drive cost and service risk. Build the governance and review mechanisms that keep cross-org investment aligned year over year.

A day in the life

Set the strategic direction for the Shipping Express product across teams - aligning operations, commercial, and engineering around a single customer-back product definition, not a stack of operational compromises.

Deep dive into data (transit-time and on-time performance, cutoff and injection constraints, lane profitability, competitive benchmarks, shipper feedback) to shape the roadmap and decide where to invest for maximum share and margin impact.

Run the product cycle end to end - move initiatives from vision to requirements to phased launch, then measure outcomes, surface quality gaps, and feed them back into the next iteration.

Partner with engineering and operations leaders to shape network and product design, ensuring the product scales with volume growth and holds its service promise.

Unblock cross-org dependencies before they become escalations; frame program narratives for senior leadership - connecting network and product progress to business outcomes.

Spend time with Ops teams and in the network to pressure-test whether the product performs for shippers in the real world.

What this takes

Someone who toggles between deep product and operational insight and strategic product leadership - owning the full product cycle from vision through launch, measurement, and continuous quality improvement - and turning a complex transportation network into a scalable, benchmark-beating 2-day shipping product that shippers choose.