The Role
The VP of Customer Experience owns net revenue retention across the enterprise portfolio. This seat keeps our customers, grows them, and makes AMZ Prep a strategic partner to complex brands rather than a vendor.
- Primary number: Net revenue retention (NRR)
- Travel: Up to ~50% domestic, to customer sites and our warehouse network
You will run a book of your own, lead the team that runs the rest, and build the system that lets us see account health before it turns into churn.
Who and what we are
AMZ Prep is a technology-driven Amazon-first 3PL and commerce-enablement company. We power the full journey from checkout through delivery for fast-growing DTC and B2B brands, combining high-volume fulfillment with an operator-built software layer so brands can compete with the retail giants instead of being buried by them.
We operate 20+ warehouses across the US and Canada and move 200,000+ units per day into Amazon for more than 1,300 brands. Our platform covers warehouse management, order management, transportation and parcel optimization, with an AI intelligence layer running real-time inventory visibility and exception handling on top. We built it to run our own network, which is why it works.
We are on track to roughly double revenue as one of the fastest-growing 3PLs in North America, which is exactly why we are scaling this seat now.
We run the business on EOS, which means clear seats, clear numbers and clear accountability. Everyone knows what they own, everyone knows what winning looks like, and nobody has to guess where they stand.
Our values (important to align with):
- Win Relentlessly: Move fast, stay resilient, and raise the bar.
- Own the Outcome: Take responsibility for what you build and fix problems when they arise.
- Be Humbly Confident: Communicate directly, collaborate well, and leave ego at the door.
- Obsess Over Data: Use data to make decisions, measure results, and continuously improve.
What you'll do:
1. Own NRR across the enterprise portfolio
- Own gross retention, expansion revenue and total account growth for every enterprise account.
- Build an expansion plan for each top account covering new services, channels, volume and network footprint.
- Find white space, size it in dollars, and drive it to close with Sales.
2. Carry a personal book as executive sponsor
- Serve as named executive sponsor on a defined list of strategic accounts.
- Hold the C-suite relationship, attend their business reviews, and own their health, growth and renewal.
- This is a hands-on book with your name on it, not oversight.
3. Review the portfolio weekly and build the account cockpit
- Review every enterprise account weekly for health, revenue trend, margin and risk.
- Build and own the account health cockpit so issues surface early, while there is still time to act.
- Turn what the cockpit shows into action: who owns the fix, by when, and what the customer hears.
4. Run the account P&L
- Own account-level profitability, renewal pricing, credits and AR exposure across the portfolio.
- Pull the margin levers: parcel carrier mix, warehouse rate negotiations, and service design.
- Work with Finance and Strategy to turn their margin findings into account-level decisions.
5. Back the CSM team on escalations and close issues fast
- Support CSMs on escalations early, before an issue puts the account at risk.
- Organize multi-issue accounts into one recovery plan with clear owners, dates and a single update to the customer.
- Drive every escalation to closure fast, with aged issues reviewed weekly until they are cleared.
- Protect the relationship first, so we never lose a customer over an issue we knew about and did not close.
- Make the call on credits and concessions when needed, then own the outcome with the customer.
6. Build the account management standard
- Define the AM operating model, including the line between the two roles.
- Standardize the QBR, the account plan and the churn-mitigation playbook across every enterprise account.
- Set credit authority thresholds by level, approved by Finance.
7. Build the team
- Lead, coach and scale the AM teams
- Own succession planning and develop the next generation of CX leaders from within.
- Design incentives that reward CSMs and AMs for expansion and referrals, not just retention.
8. Close the loop with Product, Operations and Sales
- Launch and grow NPS and CSAT so we measure the customer voice, not guess at it.
- Turn feedback into roadmap items and operational fixes, then tell the customer when they land.
- Run a standing forum with Operations and Sales where repeat service failures get root-caused and assigned.
9. Bring the market to the leadership team
- Give leadership data-driven insight on competitive threats, market shifts and ecommerce trends seen from inside our accounts.
What you'll bring:
- 3-7+ years in customer experience, account management or customer success leadership.
- 5+ years managing managers in a high-growth environment.
- Ownership of an NRR or expansion number, not just gross retention.
- A track record on multi-million dollar portfolios, including high-stakes renewals and contract negotiations.
- Ideally 3+ years of experience in eCommerce, logistics, fulfillment, freight, shipping or supply chain, with a proven B2B track record inside that world. You should already speak the language of DTC brands, 3PLs and fulfillment operations without needing it translated.
- Executive relationships you carried personally at enterprise accounts while running a team.
- A history of finding white space in existing accounts and closing upsell and cross-sell with Sales.
- The ability to turn account data into plans that move NPS, CSAT, gross retention and NRR.
- A working understanding of integrations and implementation, because the customer experience starts before the first order ships.
- Communication strong enough to move our executive team and a customer's C-suite.
Bonus points
- Background in 3PL, warehousing, fulfillment, freight or global ecommerce high highly ranked.
- Led a team through a real organizational change or transformation.
- Hands-on with a CRM such as HubSpot, Front, or Gainsight, and a BI tool such as Tableau or Power BI.
- Has built account health scoring or a customer dashboard from scratch.
- Consulting background at a top strategy or operations firm such as McKinsey, BCG, Bain, Deloitte or Accenture
- Consulting work in supply chain, logistics, fulfillment or operations transformation
Scorecard (how you are held accountable):
NRR is the number for this seat because it captures retention and expansion in one figure. Weekly rows below are leading indicators; targets get set once the baseline is in.
Weekly (EOS scorecard)
- Enterprise revenue run rate
- Is the portfolio growing or shrinking this week
- Accounts flagged red or yellow (count)
- How much risk sits in the book
- Open escalations aged over 7 days
- Whether problems are getting solved or parked
- QBRs completed vs scheduled
- Whether the account rhythm is actually running
- Exec sponsor touchpoints completed
- Your personal book, tracked apart from the team
- Expansion pipeline created ($)
- Whether AMs are playing offense
- Credits issued ($)
- Cost of service failures
- AR over 7/30/60 days ($)
- Cash risk inside the portfolio
- NPS or CSAT responses received
- Whether we are hearing from customers at all
Monthly and quarterly
- Gross revenue retention and NRR
- Expansion revenue closed
- Logo churn and revenue churn
- Account-level gross margin across the enterprise portfolio
- Credits as a percent of revenue
- NPS and CSAT scores
Example of rocks / projects:
Example of projects (what we call rocks) outside of the day to day operation you'd own:
- Complete a health and margin assessment of every enterprise account, with each one scored and assigned an owner.
- Define the AM vs CSM line and the credit authority thresholds by level, approved by Finance.
- Name the sponsored account list and hold a first executive meeting with each.
- Launch the first version of the account health cockpit with early warning flags.
- Roll out the standard QBR model to 100% of enterprise accounts.
- Stand up the churn-mitigation playbook with defined triggers and a documented response for each.
- Get account-level P&L live so every AM and CSM sees the margin on their own book.
- Build the expansion plan for the top accounts and open a defined pipeline value against it.
- Reduce credits as a percent of revenue to an agreed target.
- Launch NPS and CSAT with a response-rate target.
Ongoing
- Design and fill the CX org for the next stage of growth.
- Run the recurring forum with Operations and Sales where repeat service failures get root-caused and assigned.
If interested, complete our culture test here:
https://culture.amzprep.com/t/amz-prep-culturetest
and email blair@amzprep.com with your 1 minute video why you'd be a good fit.
