Expansion Strategy and Operations Manager, Veho

• Analytics & Forecasting 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. A build-it-yourself capability, not oversight of someone else's model
• SQL & AI-Tool Proficiency: Comfortable working directly in the data and using AI tools to move faster — writing the queries, structuring the datasets, and pressure-testing the numbers personally
• Structured Problem-Solving Under Ambiguity: Takes an open-ended, poorly-defined question ("should we launch this market, and when?") and structures it into a defensible, data-backed recommendation — comfortable making calls with incomplete information and explicit about what's validated versus a bet
• 0-to-1 Building: Has built forecasting models, reporting systems, or operating frameworks from scratch without an established playbook — creates the system rather than inheriting and maintaining one
• Single-Source-of-Truth Reporting: Track record building a dashboard or reporting structure that non-technical stakeholders actually use — translating messy operational data into KPIs that force visibility and accountability
• Multi-Function Fluency: Comfortable operating across seven functional areas simultaneously with clear judgment about what requires consensus versus what can be driven unilaterally
• Physical Network Systems Thinking: Familiarity with physical network constraint problems — able to model hub placement, final-mile economics, labor availability, and real-estate timelines as one integrated system
• First-Principles Problem Solver: Investigates performance gaps by first asking "what changed?" — comfortable at both the high level and the nitty-gritty to find root cause rather than assuming the original plan was right
• Thrives in Ambiguity: Energized rather than paralyzed by open-ended problems and missing data; builds structure where none exists instead of waiting for a defined brief
• Radical Transparency on Confidence: Explicitly calls out which assumptions are validated versus bets, and updates stakeholders as confidence shifts rather than defending original projections
• Dependency Mapping Before Execution: Identifies critical-path dependencies across functions before they become bottlenecks rather than discovering blockers mid-execution
• Builds Institutional Memory: Documents what worked from each launch rather than treating each expansion as a one-off
• Pushes Authority to the Work: Moves decision-making toward the people closest to the problem rather than imposing a top-down solution
• Moves with Velocity: Thrives in a fast-paced environment and shifts priorities based on new insights and business needs
• Minimum 7 years of experience heavily weighted toward strategy, analytics, and problem-solving — not primarily operational execution or program coordination
• Proven ability to conduct analysis independently and translate it into clear, actionable recommendations
• Proficiency in SQL and AI tools; comfortable in the data directly
• Track record of building something new (a model, a reporting system, a framework) from scratch in an ambiguous, high-growth environment
• Experience managing complex cross-functional initiatives using project-management best practices
• Thinks critically about problems and priorities and challenges the status quo

Desirable

• The Expansion Strategy & Operations Manager owns the analytical and problem-solving backbone behind Veho's plan to reach nationwide population coverage
• This role exists because rapid expansion is fundamentally a strategy-and-analytics problem before it is an execution problem — someone has to build the data and forecasting infrastructure that expansion decisions rest on, diagnose why actuals diverge from plan, and turn messy, incomplete information into a defensible point of view about where and when Veho should grow
• The cross-functional coordination across Commercial, Network, Product, Real Estate/3PL, Driver Marketplace, Program Management, and Ground Operations is the delivery mechanism, not the job itself
• As the business grows, so does the runbook: this person builds and evolves the forecasting models, the reporting systems, and the readiness frameworks for new challenges in a domain where the right answer is genuinely ambiguous — the job demands conviction, flexibility, and the ability to go from 0 to 1 and then 1 to 100