You’re a Principal Product Manager – Technical with deep experience in last-mile delivery, geospatial/address systems, consumer experience, or logistics product strategy within complex, rapidly scaling organizations. You’ve owned end-to-end product vision for customer-facing and platform capabilities at scale, and you have a track record of turning operational infrastructure into differentiated experiences that drive business growth. You excel where the problem spans platform engineering, operations, commercial strategy, and consumer behavior — 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 delivery economics, attainment-loss and failed-delivery patterns, geocode-confidence and address-quality data, and consumer behavior to identify where experience and platform investment drive outsized cost and revenue impact. You understand that this is not project management — this is setting direction for capabilities that touch every package Amazon Shipping delivers.
High judgment is expected at the Principal bar: defining the right experience and quality bar, making trade-offs between operational feasibility and customer delight, deciding when to build versus influence a platform team’s roadmap (and avoiding tech debt and duplicated systems), and influencing across operations, platform, 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 delivery, platform, or consumer experiences that became a durable competitive advantage.
Key job responsibilities
Strategic Product Management Define the executive-level vision for address quality and recipient experience and translate it into actionable multi-year roadmaps aligned across partner organizations, operations, product, commercial, and engineering. Proactively surface risks and opportunities with data-driven recommendations to senior leadership; frame the strategic asks (not just feature lists) that move platform partners from reactive collaboration to proactive co-investment. Innovate on behalf of the recipient and the shipper while balancing operational priorities, commercial needs, and cost; own end-to-end outcomes and business impact (delivery success, failed-delivery and lost-package rates, premium-service revenue, cost per shipment, customer satisfaction).
Cross-Team & Platform Leadership Lead product vision and execution across multi-org dependencies, including driving alignment across the routing and delivery-execution systems and a joint engagement model with the platform teams that own the underlying geospatial capabilities. Eliminate fragmented ownership and missed handoffs across the address-to-doorstep journey; own the build-vs-influence calls and ensure capabilities land in the right long-term home.
Operational Excellence & Scale Design products and platform capabilities that scale with volume growth without proportional increases in manual exception handling (e.g., address corrections, missed pickups, support contacts). - Use data to identify and eliminate the highest-impact friction points across address quality and the recipient journey. 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 address quality and recipient experience across teams — aligning partners around shared outcomes, not just deliverables.
• Deep dive into data (failed-delivery patterns, geocode confidence, post-delivery feedback, delivery economics) to shape the intervention roadmap and decide where to invest engineering resources for maximum impact.
• Challenge and refine technical designs with engineering and platform leaders, ensuring solutions scale with network growth and don’t create long-term tech debt.
• Unblock cross-org dependencies before they become escalations; frame program narratives for senior leadership — connecting technical progress to business outcomes.
• Spend time with Ops teams and on the ground to pressure-test whether what we’re building actually works in the real network.
What this takes
Someone who toggles between deep technical/platform depth and strategic product leadership — turning complex operational and geospatial challenges into scalable, automated, experience-led solutions that recipients love and shippers choose Amazon Shipping for.
