Head of Shipper Product

JOB SUMMARY EASE’s brokerage model runs on three core functions: Sell, Buy, and Operate. The Head of Shipper Product owns Sell. This leader builds and runs EASE’s 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 EASE’s 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 EASE’s 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 EASE’s 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 EASE’s shipper products to leadership, Sales, and Operations. Outcome Ownership & Measurement Own the Sell metrics for EASE’s 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 EASE’s sales and account management teams: interviews, usability sessions, prototypes, and structured pilots. Require evidence before build, vali…

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