VP Transportation

Veho•New York, NY

21d•$240,000 - $270,000

About The Position

As VP of Transportation, you will own the end-to-end first- and middle-mile strategy, including carrier procurement, 3PL partnerships, routing, dispatch, and the overall transportation P&L. This role is uniquely challenging due to the dual mandate of urgency and ambition: you must stabilize and optimize the current fast-moving infrastructure in real time, while simultaneously architecting a highly scalable, AI-native operating model built to absorb explosive future growth without degrading service.

Requirements

Own the end-to-end first- and middle-mile strategy—including carrier procurement, 3PL partnerships, routing, dispatch, and the overall transportation P&L.
Stabilize and optimize current fast-moving infrastructure in real time.
Architect a highly scalable, AI-native operating model built to absorb explosive future growth without degrading service.
Manage carrier lifecycle: procurement, contracting, onboarding, performance management, and offboarding.
Build and maintain a tiered carrier portfolio with structured scorecards, incentive and penalty frameworks, and contracted capacity covering primary, secondary, and tertiary lanes on every active route.
Run weekly carrier reviews that translate scorecard data into real actions — PIPs, lane reallocations, removals, and volume incentives.
Build a formal carrier onboarding program that sets operating expectations from day one and reduces execution variability across the network.
Manage 3PL partner relationships with clear SLAs, QBR cadence, and contracted unit economics that support the national expansion strategy.
Own daily, weekly, and peak planning cycles — matching capacity to forecasted volume, flexing up and down without stranding cost or volume.
Drive adoption of the planning operating system — automated weekly truck plan, 24-hour replanning tool, roll-vs-run decision framework — as the standard across the team, not the exception.
Partner with Data Science on forecast accuracy inputs that feed the planning model, and with Network Design on lane structure and medium-term capacity planning.
Own peak readiness as a signed-off process: plan and rehearse before every major volume surge.
Own dispatch, in-transit visibility, exception handling, and on-the-day recovery across the network.
Build and enforce a standing exception management process with clear ownership, escalation paths, and a defect log that converts recurring misses into permanent process fixes.
Partner with Ground Operations to close the dock execution gaps — CPT adherence, gaylord consolidation, dock door discipline — that cascade into late arrivals and degraded OTA.
Own the daily decisions that protect downstream on-time delivery: same-day truck add/cancel, lane consolidation, and carrier recovery calls.
Act as the primary operational voice for transportation technology — partnering closely with the Product and BI teams to define requirements, prioritize the roadmap, and drive adoption of new tools inside the transportation team.
Think strategically about where automation, AI, and data tools should replace manual coordination.
Push the product roadmap toward a transportation function that manages by exception, not manual execution.
Hold the team accountable for adopting data-driven decision-making tools.
Be a real partner to the Product team, not just a requester — co-own outcomes when tools go live and provide feedback loops that improve them.
Build a high-performing transportation organization with clear role definitions for procurement, planning, and daily operations, structured to scale with Veho’s growth trajectory.
Hold a high talent bar: recruit aggressively from their network, develop the leaders they have, and make hard calls on under performers before they become bottlenecks.
Create a culture of accountability — in the team, with carriers, and with cross-functional partners. Own the number, not just the effort.

Responsibilities

Own the full carrier lifecycle: procurement, contracting, onboarding, performance management, and offboarding.
Build and maintain a tiered carrier portfolio with structured scorecards, incentive and penalty frameworks, and contracted capacity covering primary, secondary, and tertiary lanes on every active route.
Run weekly carrier reviews that translate scorecard data into real actions — PIPs, lane reallocations, removals, and volume incentives. Enforce the consequences. Hold the bar.
Build a formal carrier onboarding program that sets operating expectations from day one and reduces execution variability across the network.
Manage 3PL partner relationships with clear SLAs, QBR cadence, and contracted unit economics that support the national expansion strategy.
Own daily, weekly, and peak planning cycles — matching capacity to forecasted volume, flexing up and down without stranding cost or volume.
Drive adoption of the planning operating system — automated weekly truck plan, 24-hour replanning tool, roll-vs-run decision framework — as the standard across the team, not the exception.
Partner with Data Science on forecast accuracy inputs that feed the planning model, and with Network Design on lane structure and medium-term capacity planning.
Own peak readiness as a signed-off process: plan and rehearse before every major volume surge. No reactive scrambles.
Own dispatch, in-transit visibility, exception handling, and on-the-day recovery across the network.
Build and enforce a standing exception management process with clear ownership, escalation paths, and a defect log that converts recurring misses into permanent process fixes.
Partner with Ground Operations to close the dock execution gaps — CPT adherence, gaylord consolidation, dock door discipline — that cascade into late arrivals and degraded OTA.
Own the daily decisions that protect downstream on-time delivery: same-day truck add/cancel, lane consolidation, and carrier recovery calls.
Act as the primary operational voice for transportation technology — partnering closely with the Product and BI teams to define requirements, prioritize the roadmap, and drive adoption of new tools inside the transportation team.
Think strategically about where automation, AI, and data tools should replace manual coordination. Push the product roadmap toward a transportation function that manages by exception, not manual execution.
Hold the team accountable for adopting data-driven decision-making tools. No team that continues to rely on gut feel when tools exist.
Be a real partner to the Product team, not just a requester — co-own outcomes when tools go live and provide feedback loops that improve them.
Build a high-performing transportation organization with clear role definitions for procurement, planning, and daily operations, structured to scale with Veho’s growth trajectory.
Hold a high talent bar: recruit aggressively from their network, develop the leaders they have, and make hard calls on under performers before they become bottlenecks.
Create a culture of accountability — in the team, with carriers, and with cross-functional partners. Own the number, not just the effort.