3Pl Operations Manager Jobs in New York (NOW HIRING)

Veho’s mission is to power the future of commerce by making shopping, shipping and returns seamless for everyone.

We are building a modern, end-to-end logistics infrastructure designed entirely for the ever-evolving needs of ecommerce brands and everyday consumers.

Powered by next-generation technology and a vertically integrated supply chain, Veho gives brands and their customers unprecedented control over their deliveries and removes the pain from the ecommerce post-purchase experience. We make delivery the ‘extension of the brand’ and leverage it to create deeper loyalty and trust between brands and their customers, driving customer retention and lifetime value. Our rapidly growing client list includes leading consumer brands like Hello Fresh, Zara, Macy’s, Sephora, and more.

To truly build an iconic company, we strongly believe that our people and values must be aligned with our mission. As such, we take pride in our championship team, merit-based culture. We seek team players who want to compete, win, make an impact and build a legacy, and we reward performance and impact players with generous equity and incredible career growth opportunities.

The Expansion Operations Manager is responsible for leading the cross‑functional preparation, performance tracking, and program implementation behind Veho's plan to reach nationwide population coverage. This role exists because rapid expansion only works if every function — Commercial, Network, Product, Real Estate/3PL, Driver Marketplace, Program Management, and Ground Operations — is ready at the same time, and someone owns making sure none of them is the blocker. The first mandate is to lay the groundwork in H2'26 so the business can execute rapid expansion starting Q1'27, serving as the go‑to subject matter expert on cross‑functional readiness. What makes this hard is that it isn't a pure program management job or a pure analytics job — it requires owning the data and forecasting infrastructure behind expansion decisions and the judgment to know which cross‑functional dependency needs to be resolved today versus which can wait.

• On‑Time Launch Rate: 100% of planned market launches hit their target date, with no launch delayed due to a cross‑functional readiness gap that should have been caught earlier.

• Unambiguous Sales Pipeline Guidance: Commercial has high‑confidence, unambiguous pipeline guidance, with continuous visibility into market and regional demand planning aligned to Ops capability and timeline.

• Network Readiness: Clear timeline exists for every Hub‑to‑Market expansion, with physical capacity and Ops clock viability confirmed ahead of launch, and Network Simulation tooling incorporated into how the Expansion team plans.

• 3PL Program Maturity: Program Management has a high‑confidence 3PL management playbook and process, with learnings from current 3PL markets incorporated into site selection and financial validation for future ones.

• Driver Marketplace Alignment: DMP is right‑sized to volume forecast and launch timeline for each market, with Legal aligned on market‑level nuances before launch.

• Forecast Accuracy Infrastructure: Existing Client volume forecasts are improved using UPS PLD data as a representative cross‑section of volume, and New Client volume forecasts are running on new PLD ingestion capabilities.

• Trusted Expansion SME: This role is the unambiguous go‑to authority on cross‑functional expansion readiness — XFN partners come to this person to de‑risk a launch rather than discovering gaps mid‑execution.

• Self‑Sustaining Forecast‑to‑Actual Loop: Volume forecasting, PPH, and Network capability accuracy have measurably improved year over year, with a repeatable root‑cause process in place whenever actuals diverge from plan.

• Scaled 3PL Operating Model: The “Veho in a box” model — 3PL operations without Veho on‑site staff — is proven and repeatable across new markets, supported by clear Product SLAs and playbooks.

• Durable Reporting Backbone: Weekly P&Ls and Expansion & Growth KPIs are accurate, trusted, and used by Commercial, Finance, and Operations to make decisions — not just reviewed after the fact.

• Institutional Memory Across Launches: Each new market launch is measurably faster and lower‑risk than the last, because playbook refinements, site selection learnings, and go‑to‑market sequencing from prior launches are documented and reused.

Cross‑Functional Readiness & Program Management

• Project manage the internal processes for new markets and other expansion programs

• Coordinate internal stakeholders to maintain timely market activations across Commercial, Network, Product, Real Estate/3PL, Driver Marketplace, Program Management, and Ground Operations

• Serve as the point person for incorporating Network Simulation tooling into Expansion team planning

• Lead implementation of projects such as service area optimization

• Key metrics: on‑time launch rate, number of launches delayed by a preventable cross‑functional gap

Forecasting & Data Infrastructure

• Develop and improve core Expansion data sets that allow the business to move forward more accurately, efficiently, and confidently

• Partner with Product to improve accuracy of volume forecasting, PPH, and Network capabilities

• Improve Existing Client volume forecasts using UPS PLD data as a representative cross‑section of volume

• Maintain New Client volume forecasts based on new PLD ingestion capabilities

• Key metrics: forecast accuracy (volume, PPH), time‑to‑detect forecast divergence

Performance Reporting & Root‑Cause Investigation

• Maintain and own key Expansion & Growth performance metrics, ensuring reporting accuracy so the business can act on it

• Maintain accurate and complete weekly P&Ls and key Expansion KPIs

• Develop dashboards that support cross‑functional partners in Commercial, Finance, and Operations

• Take ownership of investigations when performance trails plan and propose interventions — including root‑cause analysis for volume forecast discrepancies, lower‑than‑forecasted PPH, and client activation delays

• Key metrics: dashboard adoption, time‑to‑root‑cause, intervention effectiveness

3PL & Real Estate Enablement

• Establish optionality for 3PLs in all planned expansion markets and maintain a rolodex of available market inventory for 3PLs and Veho‑managed real estate

• Develop a high‑confidence 3PL management playbook and process, and transition ownership of market launch operationalizing

• Incorporate learnings from current 3PL‑managed markets into site selection and financial validation

• Key metrics: market inventory optionality, 3PL playbook adoption

Driver Marketplace & Ground Operations Coordination

• Ensure Driver Marketplace (DMP) is prepared for larger‑scale market launches, right‑sizing initial acquisition against volume forecast and launch timeline

• Align with Legal on market‑level DMP nuances prior to launch, including ongoing 3PL‑to‑Dx interactions

• Maintain a strong relationship with Ground Operations, incorporating GO feedback into labor needs and ensuring no launch delays from GO staffing or recruiting

• Key metrics: DMP readiness ahead of launch, zero GO‑staffing‑caused launch delays

• Forecast‑to‑Actual Ownership: Can own a forecast‑to‑actual reconciliation process end‑to‑end — building the data pipeline, identifying root causes when reality diverges from prediction, and designing interventions that actually stick, not just surface‑level investigation.

• Multi‑Function Fluency Under Incomplete Information: Comfortable operating across seven functional areas simultaneously (Commercial, Network, Product, Real Estate/3PL, Driver Marketplace, Program Management, Ground Operations) while maintaining clear judgment about what requires consensus versus what can be driven unilaterally.

• Physical Network Systems Thinking: Deep familiarity with physical network constraint problems — able to mentally model hub placement, final‑mile economics, labor availability, and real estate timelines as one integrated system, and to recognize when one function's optimization creates downstream friction for another.

• Single‑Source‑of‑Truth Reporting: Demonstrated track record building a dashboard or reporting structure that non‑technical stakeholders actually use — translating messy operational data into weekly P&Ls and KPIs that force visibility and accountability across teams that might otherwise hide problems.

• Partner Judgment: Experience translating 3PL or network partner feedback into process design — the judgment to know when operational partners are right about real constraints versus defending the status quo, and the credibility to push back with data when needed.

• SQL and AI Tool Proficiency: Comfortable working directly in the data and using AI tools to move faster, not just consuming reports built by others.

• Dependency Mapping Before Execution: Identifies critical path dependencies across functions before they become bottlenecks — maps what Network needs from Product, what Commercial needs from Real Estate, what launch timing depends on — rather than discovering blockers mid‑execution.

• Radical Transparency on Confidence: Operates with radical transparency on forecast confidence levels, explicitly calling out which assumptions are validated versus which are bets, and updates stakeholders as confidence shifts rather than defending original projections.

• “What Changed?” Instinct: Investigates performance gaps by first asking what changed — digs into actual execution data (activation rates, PPH actuals vs. forecast, pipeline slippage) to find root cause rather than assuming the original plan was right.

• Pushes Authority to the Work: Moves decision‑making authority down to the people closest to the work — asks Network what hub placement they need and Real Estate what inventory they can actually secure, rather than imposing a top‑down solution and waiting for pushback.

• Builds Institutional Memory: Documents what worked from each market launch — 3PL playbook refinements, site selection learnings, go‑to‑market sequencing — rather than treating each expansion as a one‑off that doesn't inform the next.

• Moves with Velocity: Thrives in a fast‑paced environment and is comfortable shifting priorities based on new insights and business needs.

Work Experience

Minimum of 7 years of experience that includes project management, analytics, and/or problem‑solving

Leads execution of complex initiatives and processes using project management best practices

Conducts analysis independently and translate this into clear, actionable insights

Can think critically about problems and priorities and isn’t afraid to challenge the status quo

Has a strong desire to challenge themselves, learn, and grow

Is proficient in SQL and AI tools

Veho is a growth company that looks for team members to grow with it. No matter the location, or the role, every Veho teammate shares one galvanizing mission: driving commerce forward with a customer‑centric delivery and returns experience that’s built for the modern era. We are deeply value‑driven (Team Up, Drive Impact, Take Ownership, Solve Bigger, Obsess Over Experience, Make Today Count) and care tremendously about investing in our high‑performers.

Join us in building the future of ecommerce logistics and in doing the work of our lifetime!

All California applicants please reference our California Applicant Privacy Notice located here.