Sr. Manager, UTR Tech SME

In this role, you'll drive the operational changes that move billions of packages through Amazon's last-mile network. You'll lead programs that make delivery faster, safer, and more reliable across hundreds of stations in North America and Europe — working at the seam where engineering meets operations.

This role is for someone who likes being where the work happens. You'll spend time inside delivery stations, watching how new tools are used, finding what breaks, and bringing that signal back to the teams designing the next version. You'll own programs from pilot through full network rollout, partnering with engineering, operations, planning, and finance to land changes that meaningfully improve how the network runs.

What you'll do:
- Lead end-to-end execution of major operational programs across the delivery network
- Translate between engineering teams and operations leaders — turning technical solutions into adopted processes, and bringing real-world feedback into product design
- Pilot new technology at a small set of stations, measure what works, and scale across the network
- Work directly with site teams, regional operations, and program partners in multiple countries
- Influence senior leadership through clear writing, sharp data, and well-framed decisions

You'll thrive here if:
- You're energised by a mix of strategy and ground-level operational detail
- You're comfortable owning ambiguous problems and shaping them into a plan
- You want to build deep relationships across engineering, operations, and central programs
- You think rigorously about data and customer impact

Key job responsibilities
- Lead a team of program and product managers working on tech programs across the delivery network. Set the team's priorities, allocate them across programs, and build the operating mechanisms that make the team effective.
- Develop your people. Coach PMs on program leadership, technical depth, and stakeholder influence. Build differentiated development plans for each direct report. Hire to fill gaps and grow the team's capability over time.
- Own the team's tech program portfolio. Decide which programs the team takes on, which it declines, and how to phase work across pilots, scale, and steady-state operations. Defend scope when partner teams push for more than the team can deliver well.
- Shape strategy with peer leaders across engineering, operations, planning, and finance. Bring the team's operational signal back into engineering decisions and represent the team's work in VP-level reviews.
- Build trusted relationships with regional operations leaders. Make it easy for the team to land tech changes by securing executive sponsorship, resolving cross-org friction, and unblocking decisions.
- Set the bar for written communication and data rigor. Read what the team writes before it goes to senior leaders. Coach to a high standard. Use the team's documents to influence decisions you couldn't make alone.
- Make sure the team is in delivery stations regularly. Build the connection between the tech the team ships and the people doing the actual operations work. Protect time for the team to learn from the floor.
- Run the operating system. Weekly priorities, monthly reviews, quarterly planning, annual goals — keep the rhythm that lets the team execute.

A day in the life
Most days start with the team. Your job is to help your PMs become better leaders than they thought they could be — clarity on priorities, support on stuck decisions, coaching on conversations they're not ready to have alone.

By midday you're working with engineering leaders shaping what's next, operations leaders surfacing what the floor needs, and planning and finance keeping the team resourced. Your team navigates the course technology takes through the network — sets direction, reads conditions, adjusts the route. The operator at the station is the team's customer, even when they're not in the design conversation.

The afternoon is the deeper work — reading drafts, writing the document that frames an investment ask, preparing for reviews that shape what gets built over the next three years.

Some days break the rhythm: a senior decision needs your team's input, you're hiring, working through a performance gap, or an operational issue needs you to bring people together fast.

The leverage point: build a team close to the customer, develop people who grow into the leaders the team needs, and make engineering investment land as operational outcomes.

About the team
We're the team that decides how technology lands in Amazon's delivery network. Not the team that builds it — the team that navigates where it goes, how it gets adopted, and whether it actually works when it reaches the floor. We sit between engineering and operations, and we're accountable for the distance between a solution