About this role
JOB SUMMARY
EASEs brokerage model runs on three core functions: Sell, Buy, and Operate. The Head of Shipper Product owns Sell. This leader builds and runs EASEs shipper technology experience (shipper portals, quote generation and delivery, self-service shipment updates, tendering, visibility, and documents) and is accountable for the sell-side outcomes it produces: winning more freight, faster, from shippers who find EASE the easiest broker to buy from and the hardest to leave.
Reporting to the Chief Strategy Officer, this role sets the vision, strategy, and roadmap for shipper-facing capabilities within AMMI and across EASEs product portfolio, and is accountable for moving sell-side outcomes rather than delivering a list of features. The Head of Shipper Product works as a peer to the Head of Carrier Product (Buy), the VP / Head of Product Foundations (Operate), the Director of Platform & Analytics, Engineering, and the Pricing & Costing Backend workstream, and plays a leading role as AMMI development moves in-house.
SPEED (Shipments Per Ease Employee Daily) remains EASEs north star, and every shipper capability should reduce the effort it takes EASE to quote, win, and serve a shipment. This role, however, is measured first on sell-side outcomes for the shipper segment. This is a new role: the first year includes building the shipper product team, establishing its discovery practice, and setting Sell baselines.
ESSENTIAL DUTIES
Shipper Technology Experience
- Own the product vision, strategy, and multi-year roadmap for the shipper technology experience: shipper portals, quote generation and delivery, RFP and bid response, self-service shipment updates, tendering and booking, visibility, exception management, documents, and invoicing visibility.
- Build the experience as one connected surface, so a shipper can get a price, book, change, and track a shipment with EASE without waiting on a phone call or email.
- Build a deep, evidence-based understanding of shipper segments (small and mid-market, enterprise, spot and contract, by mode) and the buying centers within them, including logistics, procurement, and finance.
- Translate EASEs growth strategy into a sequenced set of shipper outcomes and bets, and be explicit about what the team will not build.
- Serve as the internal voice of the shipper, articulating shipper needs and the value of EASEs shipper products to leadership, Sales, and Operations.
Outcome Ownership & Measurement
- Own the Sell metrics for EASEs brokerage model, such as quote response time, quote-to-win conversion, shipper retention and expansion, share of wallet with key accounts, and time to first load for new shippers.
- Track shipper self-service adoption as the leading indicator of those outcomes, including share of quotes delivered digitally, share of tenders and shipment updates handled through self-service, and reduction in shipper-initiated support contacts.
- Contribute to SPEED by removing manual effort from quoting, tendering, and shipment updates, in coordination with Product Foundations, which owns SPEED and the Operate metrics directly.
- Set every objective with a baseline, a target, a date, and a single accountable owner, paired with a counter-metric so no measure is optimized at the expense of another.
- Treat instrumentation as a build requirement: if an outcome cannot be measured, the work is not ready to commit to.
- Report progress to the CSO and executive leadership in terms of outcome movement and shipper impact. Delivery health measures (lead time, deployment frequency, change failure rate, time to restore) are monitored as leading indicators; activity measures such as velocity, ticket counts, and utilization are not reported upward.
Continuous Discovery
- Establish a weekly discovery rhythm with real shippers and EASEs sales and account management teams: interviews, usability sessions, prototypes, and structured pilots.
- Require evidence before build, validating value, usability, feasibility, and viability before committing engineering capacity.
- Use experimentation and product analytics to learn quickly and retire ideas that do not move the outcome.
Shipper Quote & Pricing Experience
- Own quote generation and delivery: how shippers request, receive, compare, and accept pricing across spot, contract, and RFP freight, with instant digital quotes wherever the Pricing & Costing Backend can support them.
- Build capabilities that accelerate the RFP response process, so cost estimates are generated faster, with greater accuracy, and with less manual effort.
- Develop win/loss insight into bid outcomes, pricing competitiveness, and revenue conversion that gives Sales and leadership an accurate, timely view of where EASE wins and why.
- Partner with the Pricing & Costing Backend workstream, which owns the underlying rating and costing engine, to define the requirements, feedback loops, and guardrails that connect shipper pricing moments to cost models.
Self-Service
- Build self-service for the updates shippers most often route through people today, such as appointment changes, reference and accessorial updates, document requests, and status inquiries.
- Decide deliberately which interactions should stay high-touch with the EASE team, and design a clean handoff between self-service and people for those.
Shipper Connectivity
- Define shipper-side requirements for EDI, API, and customer TMS connectivity in partnership with the Partnership Ecosystem team within Product Foundations, so onboarding a new shipper integration is fast, reliable, and repeatable.
AI & Automation in the Shipper Experience
- Identify where AI and automation remove friction for shippers and for EASEs sales and customer teams, including automated quote and tender intake, predictive ETAs, and proactive exception alerts.
- Partner with Platform & Analytics and Engineering on data requirements, model development, and performance standards, while owning the product decisions about where and how those capabilities show up for shippers.
AMMI Transition & Build Model
- Own the shipper-facing slice of the AMMI roadmap as AMMI development moves in-house, helping EASE reach a majority EASE-delivered model on the defined glide path.
- Work with Engineering to sequence which components EASE takes on first and to define the exit test each component passes before EASE runs it independently.
- Direct external development resources, where used, in a bounded, supporting role with clear scope, quality standards, and accountability. Product direction and architecture decisions stay with EASE.
- Apply the build, buy, and partner framework to new capabilities, working with the CSO to choose the best path, with a bias toward one capability, one system.
Cross-Functional Collaboration
- Partner with Sales, Account Management, and Customer Operations to ensure shipper capabilities are adopted, positioned well, and delivering intended value.
- Coordinate closely with the Head of Carrier Product so both sides of the marketplace work from shared load, lane, and pricing data and do not optimize against each other.
- Work with Marketing on shipper-facing positioning and launches, and with Finance on invoicing and billing experience.
- Provide product depth for sales enablement, RFP responses, and customer engagements where EASE technology is a differentiator.