Divisional Head

Maersk•Kansas City, KS

4d•Hybrid

About The Position

Maersk Last Mile delivers the heavy and bulky products that retail customers count on: appliances, furniture, and large-format goods that arrive at the door and into the home. The Director, Heavy & Bulky Delivery Services is the senior operational and commercial leader of a defined division within that network. You own the divisional P&L, lead a team of Territory / Division Managers, and serve as the executive interface with our retail partners at the divisional level. This is not a reporting role. You set the strategic direction for the division, establish the performance standards that cascade through the field organization, and are accountable for whether the division delivers on its commitments to both its retail clients and to Maersk. You will operate across two dimensions at once: internal leadership as the P&L owner and performance manager of the field team, and external commercial partnership as the senior face of Maersk to the customer. If you think like a business owner, develop leaders rather than manage them, and treat proactive communication as a competitive advantage, this role is built for you.

Requirements

10+ years in last-mile, transportation, 3PL, or supply chain operations, including 5+ years leading multi-site or multi-territory field operations.
Proven experience managing other managers (a leader of leaders), not only individual contributors.
Demonstrated full P&L ownership at scale, with the financial fluency to manage cost, margin, and revenue at the market level.
Track record of owning senior, executive-level customer relationships with strategic retail or enterprise accounts.
Working knowledge of DOT / FMCSA requirements and experience managing a contracted carrier, hauler, or owner-operator network.
Bachelor's degree, or equivalent experience.
Willingness to travel across the assigned division.

Nice To Haves

Heavy / bulky, appliance, furniture, or big-and-bulky last-mile experience.
Experience supporting national retail delivery programs for major home and furniture retailers.
Continuous improvement credential (Lean, Six Sigma) and a structured approach to operational problem-solving.
MBA or equivalent advanced degree.
Experience leading network integration, restructuring, or post-acquisition operations.

Responsibilities

Own the divisional P&L
Own revenue performance across all territories: billing accuracy, volume forecasting, and rate realization.
Hold Territory / Division Managers accountable for cost discipline, pass-through accuracy, and margin against plan.
Lead a full monthly P&L review with your managers and finance partners; separate structural issues from one-time events and drive corrective action.
Identify and pursue revenue expansion: new markets, new service lines, expanded scope, and pricing improvements.
Maintain financial fluency at the market level; you should be able to explain any market's performance from memory.
Lead and develop the Territory / Division Manager team
Coach, review, and hold your managers accountable through a consistent cadence, including weekly 1:1 performance reviews.
Document significant performance conversations; your documentation is the accountability record for the division.
Run monthly talent calibration across managers and key field leaders; maintain a clear succession view for every critical role.
Set divisional performance standards and ensure they are enforced consistently across all territories.
Own the senior client relationship
Own the relationship with the senior retail account contact at the divisional level; treat it as both a commercial asset and a risk lever.
Deliver the weekly recap and lead the monthly business review: KPI performance, trend analysis, network health, and strategic discussion.
Communicate proactively; the client should never learn of a significant operational issue from their own data before you have provided context and a plan.
Position Maersk Last Mile for account growth and develop a QBR and annual account-planning framework that extends the relationship beyond transactional review.
Set and hold divisional performance standards
Own divisional KPI performance: Completion Rate, Perfect Delivery, customer satisfaction, Re-trip Rate, and timing compliance.
Review the Manager Rank view weekly and lead the divisional WBR; drive accountability and document decisions and action items.
Identify macro performance patterns that signal structural issues, and intervene with the appropriate scope.
Own network strategy, fleet, and the hauler ecosystem
Run monthly network and fleet planning against volume forecasts; identify capacity investments or realignments needed in the next 60 to 90 days.
Lead any hauler transition or network restructuring decision at the divisional level, and engage key hauler partners directly in strategic markets.
Monitor hauler retention, capacity coverage, and quality; treat network deterioration as a leading indicator of future KPI and financial performance.
Set the compliance and safety culture
Ensure DOT compliance, incident reporting, and crew assignment disciplines are consistently maintained across the division.
Own the relationship with corporate compliance and safety; treat any significant safety incident or compliance pattern as a structural issue, not a coaching item.
Manage claims exposure
Review high-value and divisional-level claims; ensure resolution timelines are met and flag significant financial exposure to senior leadership proactively.
Own the view of claims cost absorption (3PL-caused vs. client-caused) and drive the structural changes that reduce it.