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Vice President, Operations Automation

CORPAY is currently looking to hire a Vice President, Operations Automation within our PayForYou division. This position falls under our Corpay Payables line of business and is located in Brentwood TN, Richmond VA, or Beaverton OR. In this role, you will be accountable for executing and continuously improving the operations automation strategy for Corpay Payables, spanning back-office automation, desktop process automation for live-agent support, and payment automation, including end-to-end operational ownership of the PayForYou payment channel.

The Vice President will recommend and execute automation strategy; lead PayForYou portfolio governance, financial performance, operating-model execution, resiliency, controls, partner performance, adoption, and benefit realization; and escalate material investment, risk, or enterprise-priority decisions to the Senior Vice President of Operations. The role will lead through direct teams, dedicated automation resources, and strong cross-functional influence across Operations, Product, Technology, Data, Risk, Finance, and external partners.

This leadership role will translate the broader Operations strategy into automation priorities that improve scale, cost-to-serve, quality, control effectiveness, associate productivity, client experience, supplier experience, and payment outcomes. The scope includes back-office work, desktop and workflow automation for live-agent performance, and payment automation across website, IVR, workflow, and other payment-enablement channels.

You will report directly to Senior Vice President of Operations and regularly collaborate with the team and departments.

As a VP of Operations Automation, you will be expected to work in an office environment. CORPAY will set you up for success by providing:

• Assigned workspace in the office.
• Company-issued equipment + remote access

The responsibilities of the role will include:

Operations Automation Strategy and Leadership

• Recommending the operations automation vision, target operating model, and three-year roadmap for approval by the Senior Vice President of Operations, and own execution of the approved strategy across Corpay Payables operations.
• Defining how automation will improve scale, cost-to-serve, quality, control effectiveness, associate productivity, client experience, supplier experience, and payment outcomes.
• Establishing the automation portfolio across three primary domains: back-office automation, desktop and live-agent automation, and payment automation.
• Translating business strategy and operating pain points into automation priorities, capacity plans, measurable outcomes, business cases, and recommendations for executive funding and prioritization decisions.
• Creating a common automation taxonomy and decision framework covering robotic process automation, workflow orchestration, AI-assisted work, agentic automation, desktop automation, self-service, website automation, IVR automation, and payment automation.
• Ensuring automation plans are aligned with approved operating-model changes, workforce planning, partner strategy, product roadmaps, and technology architecture.
• Leading operating governance for the automation portfolio and provide clear executive reporting on value, delivery, risk, resiliency, adoption, and decisions requiring Senior Vice President or cross-functional approval.

Back-Office Automation

• Identifying, sizing, prioritizing, and owning automation opportunities across back-office operations, including high-volume manual work, reconciliations, exception handling, research, case processing, data entry, quality checks, reporting, and control execution.
• Redesigning processes before automating them to remove unnecessary steps, handoffs, rework, and failure demand.
• Owning end-to-end business requirements, process standards, controls, acceptance criteria, operational readiness, and post-launch stabilization for back-office automations.
• Partnering with Operations leaders to establish automation pipelines by function, with transparent value estimates, sequencing, dependencies, and accountable business owners.
• Driving adoption and workforce integration so automation reduces manual effort and creates measurable capacity, quality, and service improvements.
• Owning lifecycle management including optimization, redesign, pause, replacement, or retirement of underperforming automations.

Desktop and Live-Agent Automation

• Owning execution of the desktop process automation and live-agent enablement roadmap across customer, supplier, payment, technical-support, and operational service teams, aligned with the broader Operations strategy.
• Deploying guided workflows, knowledge integration, automated research, summarization, next-best-action, data prefill, decision support, case creation, after-call work, and other tools that reduce effort and improve consistency.
• Ensuring agent-facing automation is embedded in the associate desktop and operating workflow rather than delivered as disconnected tools.
• Defining usability, accuracy, compliance, adoption, productivity, and experience standards for live-agent automation.
• Partnering with frontline leaders and associates to validate workflow design, identify failure points, and continuously improve automation based on real operating conditions.
• Owning measurement of adoption, handle-time impact, first-contact resolution, quality, error reduction, training reduction, and associate experience.

Payment Automation and PayForYou Channel Ownership

• Owning the PayForYou payment channel as an operational product and service, with accountability for operating-model execution, priorities, performance, economics, controls, resiliency, and continuous improvement within the approved strategy.
• Defining and governing what qualifies as a PayForYou no-touch payment, including eligibility criteria, exception thresholds, required controls, and minimum automation performance standards.
• Developing and maintaining a formal three-year PayForYou strategy and roadmap for approval by the Senior Vice President of Operations, supported by near-term priorities, capacity forecasts, financial outcomes, and resiliency milestones.
• Developing expansion recommendations for PayForYou across additional client segments, payment types, suppliers, and use cases, including market sizing, prioritization, business cases, and investment recommendations; execute approved expansion plans.
• Owning the target operating model across website automation, IVR automation, PEGA orchestration, BPO execution, exception handling, controls, reporting, and continuous improvement.
• Owning the PayForYou automation roadmap, including intake, business cases, sequencing, technical feasibility, delivery milestones, expected benefits, operational readiness, and lifecycle status.
• Defining requirements, priorities, and acceptance criteria for PEGA and other payment-automation enhancements; validate outcomes before deployment.
• Maintaining a complete inventory of payment automations, including owner, use case, payment type, volume, performance, controls, dependencies, resiliency design, and lifecycle status.
• Identifying, redesigning, pausing, disabling, or retiring low-value or underperforming payment automations when control, resiliency, accuracy, financial return, or experience thresholds are not met.

RMI Strategy and Payment Enablement

• Leading the RMI program end to end, including strategy recommendations, data requirements, collection processes, information quality, storage standards, governance, and performance measurement, aligned with approved Operations priorities.
• Designing business processes that collect and maintain the information required to make payments with minimal client or supplier effort and increased no-touch success.
• Measuring whether RMI data materially increases payment completion, automation success, and supplier coverage; prioritize corrective action when results fall short.
• Partnering with Operations, Product, Technology, and Data teams to ensure payment-enablement information is accessible, reliable, secure, current, and operationally actionable.

Automation Portfolio Governance and Delivery

• Establishing a formal intake and prioritization process for automation opportunities submitted by Operations, Sales, Product, clients, suppliers, partners, and other stakeholders.
• Defining business-case standards, control reviews, resiliency requirements, technical-feasibility criteria, minimum benefit thresholds, and funding recommendations.
• Creating clear governance from idea through discovery, design, build, testing, deployment, stabilization, benefit realization, and retirement.
• Recommending portfolio sequencing based on value, strategic importance, delivery capacity, risk, complexity, dependencies, and operational readiness, and implement approved priorities.
• Ensuring every automation has a named business owner, documented process, measurable baseline, controls, service expectations, fallback plan, and benefit case.
• Holding delivery teams and partners accountable for milestones, quality, documentation, adoption, and realized business outcomes.

Operational and Financial Performance

• Owning automation financial performance against approved targets, including operating-expense reduction, capacity creation, revenue protection, payment revenue, cost