Vice President Automation Supervisor Jobs (NOW HIRING)

What We Need

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 the following areas, Brentwood TN, Richmond VA, or Beaverton OR. In this role, you will 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.

How We Work

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

Role Responsibilities

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 avoidance, cost-to-serve, and return on investment.
• Owning forecasting for automation volume, adoption, success rates, exception demand, labor capacity, partner capacity, savings, and revenue impact.
• Establishing service-level and performance frameworks covering automation success, processing timeliness, accuracy, exception aging, recovery time, availability, adoption, and resiliency.
• Owning post-launch benefit realization and confirm that automations deliver projected productivity, no-touch volume, payment success, savings, revenue, quality, resiliency, and experience improvements.
• Defining source-of-truth data, dashboard requirements, data-quality expectations, and executive performance visibility.
• Providing formal operating and executive readouts covering portfolio delivery, financial results, operating outcomes, risks, incidents, adoption, resiliency, and investment recommendations.

Exception, Incident, Resiliency, and Control Management

• Owning the design and performance of exception processes, including failed automation, manual intervention, recovery paths, and recurring-defect reduction.
• Owning root-cause analysis and corrective-action governance for recurring failures, automation defects, payment exceptions, control breakdowns, and client, supplier, or associate experience issues.
• Recommending automation resiliency standards for approval and own implementation across fallback paths, continuity requirements, failure-mode planning, recovery standards, monitoring, and testing.
• Owning automation incident-management standards, including severity definitions, escalation paths, impact assessment, recovery coordination, communications, and post-incident review.
• Exercising authority to pause or disable automations within established incident and risk protocols when accuracy, control, resiliency, availability, risk, or client-impact thresholds are breached, with timely escalation of material impacts.
• Ensuring automation decisions, controls, testing evidence, performance results, and remediation actions are documented and audit ready.

Partner and Cross-Functional Leadership

• Leading operating governance for automation technology and service partners, including scorecards, issue escalation, service-improvement plans, resiliency expectations, and accountability; escalate material commercial or strategic matters to the Senior Vice President of Operations.
• Partnering deeply with BPO Operations while maintaining clear accountability for automation strategy, business process, requirements, standards, and outcomes.
• Partner deeply with PEGA, Product, Technology, Data, AI, and engineering teams while recognizing that platform engineering and technical build ownership may remain outside the role.
• Collaborating with Finance, Risk, Compliance, Legal, Client Operations, Supplier and Payment Operations, Sales, and other stakeholders to drive durable business outcomes.
• Building and leading a high-performing automation organization with the right mix of operational product management, process engineering, analytics, program management, controls, and partner-management capability.
• Creating accountability across organizational boundaries, resolve operating priorities within delegated authority, and escalate material conflicts for executive alignment.

Client, Supplier, Associate, Risk, and Control Outcomes

• Owning experience standards for automation, including lower effort, fewer failures, faster resolution, more consistent decisions, and improved transparency.
• Ensuring automation protects payment accuracy, client commitments, supplier relationships, associate effectiveness, fraud prevention, compliance, and auditability.
• Balancing speed and scale with sustainable operating practices, controls, resiliency, and sound risk management.
• Using client, supplier, and associate feedback as direct inputs to automation prioritization and continuous improvement.

Qualifications & Skills

• Bachelor's degree required; advanced degree preferred in Business, Operations, Finance, Technology, Engineering, Product Management, or a related field.
• 12+ years of progressive leadership experience in operations, automation, payments, fintech, product operations, transformation, or a related field, including experience leading complex, multi-...