Sr. Director, Central Operations

Veho•New York, NY

10d•$220,000 - $250,000

About The Position

This is a role for a builder. You will be taking over a team and expanding its capabilities to function as the business operations brain for Veho's ground operations. Veho's ground operations network spans markets, warehouses, and 3PL partners across the country and the central operating model that holds it all together needs to be built. As Sr Director of Central Operations, you'll own that operating model. You'll define what a high-performing Veho market looks like, build the performance management system that holds markets accountable to that standard, and create the analytics infrastructure that lets field leaders make faster, better decisions. You'll run the cadence that gives leadership real-time visibility into what's happening across the network and you'll own the continuous improvement program that systematically addresses what's not working. If you've built central ops or operations excellence functions before, you know how hard it is to get a distributed network to operate consistently. That's exactly the problem you'll be solving here.

Requirements

8+ years in operations, strategy & operations, or business operations — with meaningful time in a central or center-of-excellence function
Proven track record building performance management systems, operating cadences, or standards functions for a distributed operations network
Direct experience owning or building analytics infrastructure — not just consuming reports, but building the systems that generate them
Background in logistics, fulfillment, last-mile delivery, or a similarly physical, high-volume environment
Experience managing complex cross-functional initiatives across ops, product, and finance simultaneously
Strong AI building capabilities to build supporting tooling and reporting
Deeply analytical — you lead with data, you can build a KPI framework from scratch, and you're comfortable in SQL and BI tools
A systems thinker — when the same problem shows up in 3 markets, you ask why the operating model allows it and fix the root cause
A builder — you're excited to be first, not frustrated that there's no playbook to inherit
A direct communicator — you say what you think, push back when timelines don't make sense, and earn trust by being honest
A player-coach — you lead and you do. At Veho's stage, this role requires both

Nice To Haves

Time at a tech-enabled operator at scale (Amazon AMZL, DoorDash, Walmart Supply Chain) plus experience at a high-growth, venture-backed company
Has built and led a small central team from scratch

Responsibilities

Build and own the KPI framework for ground operations. Define the metrics, set the targets, and establish how performance is measured consistently across every market and 3PL partner
Run the operating cadence: daily standups, weekly OTD reviews, monthly network health reviews. Leadership should always know what's happening across the network
Build the reporting infrastructure that feeds the cadence — clean, reliable, and actionable
Define what a high-performing Veho market looks like — SOPs, staffing standards, warehouse operating procedures, 3PL management protocols
Build standards that actually get adopted, not documentation that lives in a drive. Build the feedback loops that let standards evolve as the network learns
Own change management when standards need to change at scale
Build the analytics capability that lets field teams make faster, better decisions — dashboards, reporting tools, and self-serve data access
Own forecasting of key operational functions such as labor planning centrally to free up field leaders time
Own a structured CI program — systematically identify recurring operational failures, root-cause them, and drive structural fixes rather than one-off interventions
Track CI initiatives with clear owners, timelines, and measurable outcomes
Build a CI culture in the field, not just a central team pushing improvements down
Serve as the connective tissue between ground operations and the product team — translating operational data and field pain points into clear, prioritized product input
Own operational readiness for every product launch — field teams are trained, processes are updated, and the network is prepared to absorb new features before they ship
Establish a standardized post-launch review process that captures key learnings, drives corrective actions, and continuously improves execution across all future market launches.
Lead planning and execution for new market launches, warehouse moves, and peak expansion sites — managing timeline dependencies and resource allocation
Embed launch procedures into the standards library so each successive launch requires less central involvement
Own the prioritization process that prevents teams from being over-committed during high-tempo expansion periods