Job description

Stord is The Consumer Experience Company, powering seamless checkout through delivery for today s leading brands. Stord is rapidly growing and is on track to double our revenue in the next 18 months. To meet and exceed this target, Stord is strategically scaling teams across the entire company, and seeking energetic experts to help us achieve our mission. By combining comprehensive commerce-enablement technology with high-volume fulfillment services, Stord provides brands a platform to compete with retail giants. Stord manages over $10 billion of commerce annually through its fulfillment, warehousing, transportation, and operator-built software suite including OMS, Pre- and Post-Purchase, and WMS platforms. Stord is leveling the playing field for all brands to deliver the best consumer experience at scale. With Stord, brands can increase cart conversion, improve unit economics, and drive sustained customer loyalty. Stord’s end-to-end commerce solutions combine best-in-class omnichannel fulfillment and shipping with leading technology to ensure fast shipping, reliable delivery promises, easy access to more channels, and improved margins on every order. Hundreds of leading DTC and B2B companies like AG1, True Classic, Native, Seed Health, quip, goodr, Sundays for Dogs, and more trust Stord to deliver industry-leading consumer experiences on every order. Stord is headquartered in Atlanta with facilities across the United States, Canada, and Europe. Stord is backed by top-tier investors including Kleiner Perkins, Franklin Templeton, Founders Fund, Strike Capital, Baillie Gifford, and Salesforce Ventures. As a Ar. Product Manager at Stord, We're building a homegrown Warehouse Execution System (WES) — the orchestration layer that sits between our WMS (S1W) and the physical automation on our DC floors (goods-to-person, AS/RS, sortation, conveyor, robotics) — and decides, in real time, what work gets released, to whom, and in what order. This is not a vendor-integration role where you glue together AutoStore's API and call it done. You are building the brain that makes automation actually behave like it's part of one system, not five bolted-on ones. You'll also spend meaningful time supporting Stord's Innovation Lab, which means you're not just shipping roadmap items — you're running structured experiments on new material handling concepts, automation pilots, and "should we even build this" bets before they become roadmap items for everyone else. About the Role Stord s Distribution Centers are getting faster, denser, and more automated — and the software gap between robots on the floor and orders out the door is the single biggest lever we have left to pull. This role owns that gap. We re building a homegrown Warehouse Execution System (WES) — the orchestration layer that sits between our WMS (S1W) and the physical automation on our DC floors (goods-to-person, AS/RS, sortation, conveyor, robotics) — and decides, in real time, what work gets released, to whom, and in what order. This is not a vendor-integration role where you glue together AutoStore s API and call it done. You are building the brain that makes automation actually behave like it s part of one system, not five bolted-on ones. You ll also spend meaningful time supporting Stord s Innovation Lab , which means you re not just shipping roadmap items — you re running structured experiments on new material handling concepts, automation pilots, and should we even build this bets before they become roadmap items for everyone else. This is a senior role with director-level scope : with possible direct reports in the future, you will own strategy, architecture tradeoffs, and stakeholder alignment across Product, Engineering, Ops, and DC leadership with minimal hand-holding. What You ll Own WES Product Strategy & Roadmap Define and own the product vision, strategy, and roadmap for Stord s homegrown WES — including work release logic, task/order prioritization, labor-and-automation resource balancing, and exception handling. Own the build-vs-defer tradeoffs on WES scope — this system will not do everything on day one, and you re the one who says what s in v1 vs. v3. Material Handling & Automation Orchestration Design how WES coordinates across heterogeneous automation types — goods-to-person (AutoStore-class), AS/RS, conveyor/sortation, and robotics — even though we re building the orchestration layer ourselves rather than buying it. Partner with Engineering and Controls/Automation stakeholders to define the contracts (data, timing, failure modes) between WES and physical equipment, so this doesn t become a science project that only works in the demo warehouse. Build the operational logic for real-world failure conditions: equipment down, congestion spikes, mixed manual/automated backup flows. Automation vendors brochures assume nothing ever breaks. You don t get that luxury. Design and own the plan for building a plug and play integration layer. Innovation Lab Support Scope, run, and evaluate structured pilots on new material handling and automation concepts before they get roadmap real estate. Build the is this worth building case — cost, throughput, labor impact, integration complexity — with enough rigor that a no is as valuable a deliverable as a yes. Bridge Innovation Lab findings back into the core WES roadmap so pilots don t die in a folder no one opens again. Cross-Functional & Stakeholder Leadership Operate as the connective tissue between DC Operations, Engineering, Controls/Automation teams, and executive stakeholders — translating floor-level reality into product requirements and vice versa. Own metrics that tie WES performance to business outcomes: throughput, order cycle time, labor utilization, automation uptime, and exception rate — not vanity feature-shipped counts. Present roadmap, tradeoffs, and pilot outcomes to SLT with the clarity and brevity expected at that altitude — no one up there wants your Jira board, they want your point of view. What You ll Need (Non-Negotiables) 5-7 years in product management , with a substantial chunk of that in operationally complex, physical-world environments — warehouse/DC operations, supply chain systems, manufacturing execution, or robotics/automation. If your product experience is entirely SaaS-dashboard-and-funnel, this role will eat you alive. Direct exposure to warehouse execution, WMS, WCS, or material handling automation concepts — you should already know the difference between a WMS, a WCS, and a WES without googling it, and be able to explain why that distinction actually matters operationally. Demonstrated ability to zoom from system architecture to floor-level workflow and back — you need to be equally comfortable in a data model conversation with engineers and a why did pick rate drop 8% on third shift conversation with a DC ops manager. A track record of owning ambiguous, build-it-yourself product scope — this is not a here s the vendor roadmap, prioritize the backlog job. There is no vendor roadmap. You re writing it. Strong written and verbal communication — you ll be translating between engineers, ops leaders, and executives multiple times a day, often about the same problem, in three different vocabularies. Comfort with experimentation and structured ambiguity for the Innovation Lab portion — you need to be able to design a pilot with a real kill criterion, not just let s try it and see. Willingness to travel to DC sites — this system does not get built correctly from a conference room. If you re not willing to stand on a warehouse floor and watch where your logic breaks, this isn t the role. Role based at Innovation lab in Atlanta Hands-on exposure - to specific MHE/automation platforms (AutoStore, Knapp, Dematic, Honeywell Intelligrated/Momentum, HAI Robotics, Swisslog) — even if we re not integrating their software directly, knowing how these systems actually behave under load is a real advantage. Nice-to-Haves Experience building 0-to-1 internal/homegrown platforms (not just configuring vendor software). Background in industrial engineering, operations research, or a discipline that makes labor and automation resource balancing something you find genuinely interesting rather than exhausting. Experience with real-time systems, event-driven architectures, or optimization/scheduling logic. What Success Looks Like (First 3 Months) WES v1 core work-release and prioritization logic is live in at least one DC, with a clear, data-backed case for expansion. At least one Innovation Lab pilot has gone from concept to a documented go/no-go decision with real operational data behind it. DC Ops and Engineering both describe you, unprompted, as the person who actually gets what happens on the floor — not the PM who writes nice docs. SLT has a clear, credible picture of WES s trajectory and ROI without you having to re-explain the fundamentals every time. A Word of Caution (Read Before Applying) This role sits at the intersection of unfinished software, real steel, and a warehouse that does not pause for your sprint planning. If you want a clean roadmap and a vendor to blame when integrations break, this is the wrong job — there s no vendor here, just you, engineering, and the floor. If that sounds like the interesting part rather than the scary part, apply.

Requirements

Must-haves

What You ll Own WES Product Strategy & Roadmap
Define and own the product vision, strategy, and roadmap for Stord s homegrown WES — including work release logic, task/order prioritization, labor-and-automation resource balancing, and exception handling.
Own the build-vs-defer tradeoffs on WES scope — this system will not do everything on day one, and you re the one who says what s in v1 vs. v3.
Material Handling & Automation Orchestration
Build the operational logic for real-world failure conditions: equipment down, congestion spikes, mixed manual/automated backup flows. Automation vendors brochures assume nothing ever breaks. You don t get that luxury.
Design and own the plan for building a plug and play integration layer.
Innovation Lab Support
Scope, run, and evaluate structured pilots on new material handling and automation concepts before they get roadmap real estate.
Build the is this worth building case — cost, throughput, labor impact, integration complexity — with enough rigor that a no is as valuable a deliverable as a yes.
Bridge Innovation Lab findings back into the core WES roadmap so pilots don t die in a folder no one opens again.
Cross-Functional & Stakeholder Leadership
Operate as the connective tissue between DC Operations, Engineering, Controls/Automation teams, and executive stakeholders — translating floor-level reality into product requirements and vice versa.
Own metrics that tie WES performance to business outcomes: throughput, order cycle time, labor utilization, automation uptime, and exception rate — not vanity feature-shipped counts.
Present roadmap, tradeoffs, and pilot outcomes to SLT with the clarity and brevity expected at that altitude — no one up there wants your Jira board, they want your point of view.
A track record of owning ambiguous, build-it-yourself product scope — this is not a here s the vendor roadmap, prioritize the backlog job. There is no vendor roadmap. You re writing it.
Strong written and verbal communication — you ll be translating between engineers, ops leaders, and executives multiple times a day, often about the same problem, in three different vocabularies.
Comfort with experimentation and structured ambiguity for the Innovation Lab portion — you need to be able to design a pilot with a real kill criterion, not just let s try it and see.
Background in industrial engineering, operations research, or a discipline that makes labor and automation resource balancing something you find genuinely interesting rather than exhausting.
Experience with real-time systems, event-driven architectures, or optimization/scheduling logic.
What Success Looks Like (First 3 Months) WES v1 core work-release and prioritization logic is live in at least one DC, with a clear, data-backed case for expansion.
At least one Innovation Lab pilot has gone from concept to a documented go/no-go decision with real operational data behind it.
DC Ops and Engineering both describe you, unprompted, as the person who actually gets what happens on the floor — not the PM who writes nice docs.
SLT has a clear, credible picture of WES s trajectory and ROI without you having to re-explain the fundamentals every time.

Nice-to-haves

Nice-to-Haves Experience building 0-to-1 internal/homegrown platforms (not just configuring vendor software).

Application prep

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apijirago

Platform: workday
Effort: long

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