Global Digital Commerce & Marketplaces Leader

Centric Brands•New York, NY

4d•$200,000 - $275,000•Hybrid

About The Position

Centric Brands is a leading lifestyle brand collective that designs, sources, markets and sells high quality products in multiple segments, including women’s, men’s and kid’s apparel, accessories, entertainment and beauty. Centric Brands is focused on our customers and our brands that will drive the company’s future growth. We are defined by innovation as we seize new opportunities and thrive in an environment informed by creativity and thinking that is both analytical and outside the box. Centric Brands reflects a team built on respect, for others and for the hard work it takes to achieve our goals and build our bright future together. The Global Digital Commerce and Marketplaces Leader owns how Centric Brands shows up, sells, and grows everywhere a consumer buys online. This role carries the digital P&L across Amazon 1P and 3P, third-party marketplaces, owned brand sites, and the digital doors of our wholesale partners, in North America, EMEA, and Asia. The mandate is a digital business that grows year over year, holds its margin, and operates at the standard of the best brands in our industry. This is an operating role and a building role at the same time. You will inherit digital and marketplace teams that grew up brand by brand, bring them into one operating model, and add the people and center of excellence capability the portfolio does not have yet: marketplace and retail media depth, content and catalog operations at scale, and the data foundation that shows where the next dollar of profitable growth sits. You will do it across a portfolio of more than 100 licensed, owned, and joint venture brands, which means channel rights, licensor approvals, and brand integrity are part of the job, not an afterthought.

Requirements

12 or more years in digital commerce, including 5 or more leading at a senior level, with ownership of a digital P&L of meaningful scale.
Deep, hands-on Amazon experience across 1P and 3P, including joint business planning, retail media, catalog and content, pricing, and operational scorecards.
A record of marketplace expansion beyond Amazon, in more than one region, with the economics to show for it.
Owned direct-to-consumer leadership across platform, merchandising, user experience, performance marketing, CRM, and retention.
Experience with wholesale retailer dot-com channels and retailer media networks.
Global experience spanning North America, EMEA, and Asia, including localization, duty and tax, cross-border logistics, and regional consumer behavior.
Proven ability to take over existing teams and reorganize them, and to build new capability where none exists.
Command of digital economics: contribution margin by channel, TACoS and ROAS, customer acquisition cost and lifetime value, returns, and the working capital effect of channel mix.
Working fluency with the systems, including e-commerce platforms, feed, PIM and DAM tools, marketplace management, and analytics and BI.
Executive communication, credible with a CEO, a board, a retail partner, and a licensor.
Bachelor’s degree in business, marketing, analytics, or a related field.

Responsibilities

Digital growth strategy and P&L ownership: Own the global digital revenue and contribution margin plan across Amazon, marketplaces, owned sites, and wholesale dot-com, with a multi-year growth path by brand, category, and region.
Define the role of each channel and set the assortment, pricing, and promotional architecture that lets brands grow without competing against themselves across channels.
Build the annual operating plan and in-season forecast with Finance and Planning, and own the trade-off calls between growth, margin, and inventory.
Bring a quantified point of view on where to invest first: which brands, which channels, which markets, and what it actually takes to win each one.
Report digital performance to the executive team and brand leadership with one set of numbers and a clear recommendation attached.
Amazon growth, 1P and 3P – Centric Brands Point of Contact: Own the Amazon relationship end to end: vendor and seller management, annual joint business planning, terms and funding, operational scorecards, and escalation paths.
Set the 1P versus 3P model by brand and by market, run the hybrid where it earns its keep, and show the economics behind each choice.
Drive the fundamentals that decide rank and conversion: catalog and variation structure, A+ and brand store content, search and keyword strategy, ratings and reviews, pricing, and in-stock rates.
Own Amazon retail media, including AMS and DSP, as a profit lever managed to TACoS and contribution margin rather than to spend.
Protect brand and price integrity through MAP enforcement, Brand Registry, buy box governance, and control of unauthorized sellers and counterfeits.
Build the operational spine that Amazon rewards: forecast accuracy, FBA and vendor fulfillment mix, shipment and packaging compliance, chargeback prevention, and returns and reimbursement recovery.
Extend the Amazon program into international marketplaces where the brand rights and the economics support it.
Marketplace portfolio and global expansion: Set the marketplace portfolio strategy and apply one screen to every new channel: audience and purchasing power, brand fit, unit economics, operational readiness, and licensor rights.
Scale existing channels and open new ones, including Walmart, Target Plus, Zalando, Tmall and JD, TikTok Shop, and strong regional players, using a launch playbook that gets a brand live quickly and correctly.
Review the portfolio quarterly and exit channels that do not earn their place before small problems compound.
Tailor content, assortment, and pricing to each platform rather than syndicating one template everywhere, and test into the formats each platform is rewarding.
Own the marketplace operating stack: feed, PIM and catalog management, order and inventory integration, and the fulfillment model behind each channel.
Manage marketplace returns as a margin issue, diagnosing root causes such as sizing and content gaps rather than accepting the rate as fixed.
Data, technology, and operating infrastructure: Stand up one view of digital performance, with a shared definition of sales, margin, media, returns, and inventory across every channel, brand, and region.
Own the digital technology roadmap with Technology, covering platform, feeds, PIM and DAM, marketplace management, analytics, and integration into ERP and planning.
Put AI and automation to work where they pay: content and catalog enrichment, listing optimization, demand forecasting, pricing, and customer service.
Measure at the level that changes decisions, such as dollar productivity per SKU and return rate by style, and act on what the data shows.
Brand partner and licensor management: Know what each license permits by channel, market, and marketplace type, and negotiate expanded digital rights where growth depends on them.
Manage licensor approvals for content, pricing, and channel entry, and keep those partners informed with performance reporting they trust.
Represent Centric’s digital capability to licensors, joint venture partners, and prospective brands as a reason to place business with us.