You're a Principal Product Manager with deep experience in freight, supply chain, or logistics product strategy within complex, rapidly scaling organizations. You've owned end-to-end product vision for a freight or transportation product at scale, and you have a track record of turning multi-leg, multi-modal networks into a single differentiated product that shippers choose. You excel where the problem spans air and ground operations, cross-border complexity, commercial strategy, and customer experience — and you bring the strategic judgment to define the right long-term bets while delivering near-term value. You have strong analytical skills and are comfortable diving deep into lane economics, transit-time and connection reliability, first- and last-mile ground performance, international compliance and customs flow, and the cost and margin structure of an end-to-end freight product. You understand that this is not project management — this is setting the product direction for how Amazon Air Cargo moves freight from gateway to gateway, extends it into a true door-to-door experience, and connects international lanes into the domestic network across two regions. High judgment is expected at the Principal bar: defining the product promise across air and ground legs, making trade-offs between operational feasibility and customer experience, deciding when to build versus influence a platform or operations team's roadmap, and influencing across operations, network, commercial, finance, compliance, and engineering teams — across the US and EU — without direct authority. You set strategy that other senior leaders and teams align to, you regularly engage with senior leadership to secure investment and drive high-stakes decisions, and you are relied on to be right a lot. You have a proven track record of building a freight or transportation product that became a durable competitive advantage. Key job responsibilities Product Strategy Across the Freight Express Journey — Own the end-to-end product strategy for Freight Express across three connected layers: Gateway-to-gateway — the existing Amazon Air Cargo airport-to-airport experience, from booking through air movement to arrival. End-to-end with ground — extend the product into a door-to-door experience by integrating first-mile and last-mile ground into a single, reliable freight offering. International — enable international lanes to feed into the domestic Freight Express network, connecting cross-border origins into the end-to-end product. Define the product customer-back across all three, with a single coherent promise rather than a stack of disconnected legs. Multi-Region Ownership (US & EU) — Own the Freight Express product experience across both the US and EU. Account for the regulatory, operational, and commercial differences between regions while holding a consistent product bar, and decide where the product converges across regions versus where it must adapt. End-to-End Product Lifecycle & Quality Ownership — Own the full product cycle and the quality of the product at every stage: Product definition & strategy — set the vision and translate it into clear, prioritized product requirements. Capability enhancement — drive the roadmap of capabilities that close gaps across the air and ground legs and the international feed. Performance measurement — instrument the product and define success metrics up front; measure actual performance against the product promise and the business case. Quality improvement — identify quality gaps from the data (connection misses, ground exceptions, customs delays, failure modes) and drive the highest-impact improvements back into the product and network. Continuously evolve the product based on customer feedback, operational quality and cost, and P&L outcomes. Cross-Team & Network Leadership — Lead product vision and execution across multi-org dependencies, driving alignment across air gateway operations, ground first/last-mile carriers, international and customs operations, commercial, and engineering. Translate hard operational constraints (gateway cutoffs, ground pickup/delivery timing, cross-border clearance) into a single recommended path and a product customers can rely on. Eliminate fragmented ownership and missed handoffs across the air-to-ground and international-to-domestic seams; own the build-vs-influence calls and ensure capabilities land in the right long-term home. A day in the life Set the strategic direction for the Freight Express product across teams — aligning air, ground, international, commercial, and engineering around one gateway-to-gateway-to-door product definition. Deep dive into data (lane economics, connection and on-time performance, ground first/last-mile reliability, customs and cross-border delays, customer feedback) to shape the roadmap and decide where to invest for maximum reliability and margin impact. Run the product cycle end to end — move initiatives from strategy to requirements to capability launch, then measure outcomes, surface quality gaps, and feed them back into the next iteration. Partner with engineering and operations leaders across the US and EU to shape network and product design, ensuring the product scales and holds its service promise in both regions. Unblock cross-org dependencies before they become escalations; frame program narratives for senior leadership — connecting network and product progress to business outcomes. Spend time with Ops teams and in the network — air gateways and ground legs — to pressure-test whether the product performs for shippers in the real world. What this takes Someone who toggles between deep product and operational insight and strategic product leadership — owning the full product cycle across air and ground, domestic and international, US and EU — and turning a complex multi-modal, multi-region network into a single reliable Freight Express product that shippers choose.