Director Engineering, Logistics

Why This Role

What You'll Do

Required

Required Soft Skills

Strongly Preferred

Nice to Have

• Experience with transportation management, parcel/carrier systems, or warehouse labor management systems specifically.
• Familiarity with high-growth, PE- or VC-backed environments where priorities shift quickly.
• Prior experience standing up a net-new system (build vs. buy decision) inside an existing platform.
• What Success Looks Like
• 30 days: You've built a real working relationship with each of your five managers and the Principal Engineer, formed an honest view of where each team (Billing, TMS, WMS, LMS) stands, and identified the one or two biggest risks to delivery.
• 90 days: You've made at least one consequential call, organizational, technical, or people-related, that visibly improves how one of your teams operates. Finance and Parcel partners see you as a reliable counterpart, not a name on an org chart.
• 6 months: Billing automation, the TMS/Parcel build, LMS efficiency work, and WMS scaling are all moving on credible, predictable timelines. Your managers are stronger leaders than when you arrived, and you've established yourself as a trusted voice in Stord's engineering leadership team.
• Cross-functional relationship building. You build real working relationships with partners like Finance and Parcel rather than relying on org charts. This is not optional in this role; it's a condition of succeeding in it.
• Strongly Preferred

What Success Looks Like

About Stord

Qualifications

• Required
• Engineering depth, not just management experience. You were a strong, hands-on engineer earlier in your career, and you still understand R&D processes, languages, and technologies well enough to engage in real technical conversations, even though you're not writing production code day to day.
• Active problem-solving, not delegation by default. You jump into hard problems yourself. If a team is stuck, you're in the room figuring out why, not waiting for a status update.
• Organizational leadership at scale. You've managed managers before, ideally across more than one product domain, and you know how to drive consistency and standards across a multi-team org.
• A track record of driving outcomes, not activity. You can point to specific business results (cost savings, revenue, delivery predictability) that your organizations produced under your leadership.
• Required Soft Skills
• Ownership & Accountability: You own outcomes, not just activities. When your team ships, you take pride. When something breaks, you take responsibility and fix the system.
• Strong Communication: You communicate clearly with engineers, PMs, and executives. You translate technical complexity into business language and vice versa.
• Delegation & Multiplication: You scale through people, not heroics. You have a history of developing team members and multiplying impact through others.
• Navigating Ambiguity: You set direction when requirements are evolving. You build alignment across teams and functions without formal authority.
• Balanced Judgment: You balance innovation with pragmatic delivery constraints. You know when to push for quality and when to ship.
• Directed AI-Assisted Development: You understand how AI coding tools work as a productivity multiplier and can guide your team's adoption while maintaining quality and independent technical judgment.
• Experience leading engineering in logistics, supply chain, fulfillment, or another high-throughput operational domain.
• Direct experience partnering with Finance on billing, invoicing, or revenue-critical systems.
• Experience scaling an engineering org across multiple countries or regulatory environments.
• A demonstrated ability to grow Engineers and improve the velocity of teams

Responsibilities

• Own performance and accountability across five engineering managers and a Principal Engineer, setting a clear bar for what good looks like on each team.
• Coach your managers directly: give them the feedback, support, and stretch opportunities they need to grow into stronger leaders.
• Set a high bar and act decisively when someone, manager or IC, isn't meeting it. Enable people as much as you can; don't carry someone who isn't pulling their weight.
• Make organizational design calls (team boundaries, reporting lines, role definitions) as the group's scope and headcount evolve.
• Partner directly with Finance leadership to drive the end-to-end automation of Stord's billing process.
• Hold the Billing team accountable to a roadmap that materially reduces manual billing work and billing errors.
• Surface and resolve the cross-functional blockers that typically stall finance-engineering initiatives.
• Own delivery of the standalone TMS system being built alongside the Parcel team.
• Push the team toward the cost-saving milestones this system needs to hit, while keeping the longer-term revenue opportunity in view.
• Get close enough to the technical approach to catch problems early, not after they've shipped.
• Drive the LMS roadmap toward measurable, network-wide reductions in warehouse cost-to-serve.
• Connect LMS work to real operational outcomes by building a working relationship with warehouse operations leadership.
• Prioritize ruthlessly between LMS features that move the cost needle and ones that don't.
• Own the technical health and roadmap of the core WMS powering Stord's live fulfillment network across the US, Canada, and the UK.
• Make the platform investment decisions (reliability, performance, technical debt) needed to support continued international growth.
• Keep the team's execution predictable enough that the rest of the business can plan around it.
• What We're Looking For
• Engineering depth, not just management experience. You were a strong, hands-on engineer earlier in your career, and you still understand R&D processes, languages, and technologies well enough to engage in real technical conversations, even though you're not writing production code day to day.
• Active problem-solving, not delegation by default. You jump into hard problems yourself. If a team is stuck, you're in the room figuring out why, not waiting for a status update.
• Cross-functional relationship building. You build real working relationships with partners like Finance and Parcel rather than relying on org charts. This is not optional in this role; it's a condition of succeeding in it.
• Organizational leadership at scale. You've managed managers before, ideally across more than one product domain, and you know how to drive consistency and standards across a multi-team org.
• A track record of driving outcomes, not activity. You can point to specific business results (cost savings, revenue, delivery predictability) that your organizations produced under your leadership.
• Ownership & Accountability: You own outcomes, not just activities. When your team ships, you take pride. When something breaks, you take responsibility and fix the system.
• Strong Communication: You communicate clearly with engineers, PMs, and executives. You translate technical complexity into business language and vice versa.
• Delegation & Multiplication: You scale through people, not heroics. You have a history of developing team members and multiplying impact through others.
• Navigating Ambiguity: You set direction when requirements are evolving. You build alignment across teams and functions without formal authority.
• Balanced Judgment: You balance innovation with pragmatic delivery constraints. You know when to push for quality and when to ship.
• Directed AI-Assisted Development: You understand how AI coding tools work as a productivity multiplier and can guide your team's adoption while maintaining quality and independent technical judgment.
• Experience leading engineering in logistics, supply chain, fulfillment, or another high-throughput operational domain.
• Direct experience partnering with Finance on billing, invoicing, or revenue-critical systems.
• Experience scaling an engineering org across multiple countries or regulatory environments.
• A demonstrated ability to grow Engineers and improve the velocity of teams