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Manager Google Flight Jobs in Utah (NOW HIRING)

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Manager Google Flight information

What is the difference between Manager Google Flight vs Data Analyst?

AspectManager Google FlightData Analyst
Required CredentialsBachelor's degree, experience in travel or logistics managementBachelor's degree in statistics, mathematics, or related field
Work EnvironmentTeam management, strategic planning, cross-department collaborationData collection, analysis, reporting, and visualization
Employer & Industry UsageTravel companies, logistics firms, tech companies with travel servicesFinance, marketing, tech, and consulting firms

The Manager Google Flight typically oversees travel operations and manages teams, focusing on strategic planning within the travel industry. In contrast, a Data Analyst primarily interprets data to support business decisions. While both roles require analytical skills, the Manager Google Flight emphasizes management and industry-specific knowledge, whereas the Data Analyst centers on data analysis and reporting.

What are popular job titles related to Manager Google Flight jobs in Utah? For Manager Google Flight jobs in Utah, the most frequently searched job titles are:
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Infographic showing various Manager Google Flight job openings in Utah as of June 2026, with employment types broken down into 76% Full Time, 11% Part Time, 4% Temporary, and 9% Contract. Highlights an 98% Physical, 1% Hybrid, and 1% Remote job distribution.

Director of Analytics, Apple-Certified Branded Manufacturer (MTZ)

eCommerce

Midvale, UT

Full-time

Re-posted 23 days ago

Job description

ABOUT THE ROLE

The Director of Analytics owns the data architecture, tagging standard, attribution methodology, and reporting layer across a multi-brand consumer-products platform — .com properties (US and international), B2B, Amazon, and Walmart.
Your mission will be to …

1.) define and build a clean, margin-aware data foundation that the CMO, CEO, and VP of Ecommerce can actually run the business from,
2.) tell leadership where to focus the business — which channels to invest in, which SKUs to push, which conversion gaps to close, and where contribution margin is leaking — with the analytical rigor to back every recommendation, and
3.) move the company’s attribution model off last-click and toward incrementality, in step with the GTM rebuild that is already in flight. THIS IS NOT a managing-down role to start — you will direct two contractors (an Analytics Engineer and a Tagging & Tracking Specialist) and build a permanent team around you as the function matures.

AREAS OF OVERSIGHT

Data Architecture & Infrastructure
  • Own the marketing and Ecommerce data architecture across both brands, from raw event collection through transformation, storage, and visualization. That means full coverage: .com properties in the US and internationally, B2B, Amazon, and Walmart. If data moves through a customer-facing touchpoint, you are responsible for making sure it’s captured, structured, and usable.
  • Define the standard for what “clean” looks like at the tagging and tracking layer. Tagging must be comprehensive, accurate, and maintained across every Ecommerce and marketing touchpoint — paid media, email, organic, B2B, and the marketplaces. If a channel touches a customer and it isn’t tracked correctly, that’s on your watch.
  • Build and maintain data pipelines that consolidate channel-level and site-level data into a single, reliable source of truth across the full brand portfolio. The business is running two brands across multiple channels and platforms simultaneously. Your job is to make the data tell one coherent story — not five fragmented ones.
  • Call the shots on the right tools for the job. The current stack includes GA4, Google Tag Manager, Looker / Looker Studio, BigCommerce, and Shopify. A platform consolidation is actively under evaluation, and the new Director will have a real voice in how that decision gets made. This is not a “maintain what’s already built” role — it’s a “make the call and own it” role.
  • You are not the engineer — you are the standard-setter and the director. You define the requirements, hold the bar, and manage the Analytics Engineer and Tagging & Tracking contractors who do the build. The expectation is that you know exactly what good looks like and can get others to build it that way, consistently.
Margin Intelligence & Where-to-Point-the-Business
  • Build the analytical layer that tells leadership where to point the rifle. Which channels to invest in. Which SKUs to push. Which price tiers to capture. Which conversion gaps to close. Which agency dollars to redeploy. Every recommendation you make must be defensible and tied directly to a P&L outcome — not a dashboard metric that looks good in a slide deck.
  • Serve as the analytics resource across every Ecommerce vertical in the business. Merchandising, CRO, UI/UX, Lifecycle & CRM, Inventory, B2B, and International all run through you. Your job is to make sure every function is operating from the same clean, margin-aware foundation — not running off their own spreadsheets and drawing their own conclusions.
  • Own contribution margin reporting at the SKU, channel, and site level across the full portfolio. This is not a high-level roll-up exercise. You need to know — at any given moment — exactly where margin is being lost and precisely where it can be grown. If leadership has to ask, you’re already behind.
  • Master the four modes of analytics and apply them deliberately: descriptive, diagnostic, predictive, and prescriptive. What happened. Why it happened. What will happen next. What you should do about it. The CEO speaks this language fluently and will expect his Director of Analytics to speak it back with equal precision and confidence.
  • Monitor the highest-margin products and channels on a continuous basis and flag performance shifts before they become problems. The goal is to surface a deteriorating trend while it’s still a brushfire — not after it’s compounded into a quarter-end surprise that nobody saw coming. Your job is to see it coming.
Attribution & Measurement
  • Own the attribution methodology across all .com properties. Define how credit is assigned across channels and make sure the model reflects the actual customer journey — not the platform’s self-serving version of it. Google will tell you Google wins. Meta will tell you Meta wins. Your job is to find out who actually wins.
  • Stage the move toward incrementality-based attribution in the right sequence. Tagging governance comes first. Multi-touch comes second. Geo holdouts and lift studies come third. MMM enters the picture only where the data can actually support it. There is no shortcut here — and no incrementality theater built on top of broken tagging.
  • Partner with the Head of Performance Marketing through an active agency evaluation. That means assessing paid-media partners and attribution technologies through a margin lens, not a revenue lens. An agency that drives top-line growth while quietly destroying margin is not a win — and you’ll be the one who can prove it.
  • Establish UTM standards, tracking-parameter governance, and data-governance practices that hold across every team, every agency, and every property. Not guidelines. Not suggestions. Standards — with teeth. If an agency or internal team goes rogue on tagging, the data breaks and the attribution model lies. Your governance framework is what prevents that from happening at scale.