VP Transportation

About Veho

Key Responsibilities

• Own the full carrier lifecycle: procurement, contracting, onboarding, performance management, and offboarding.
• Build and maintain a tiered carrier portfolio with structured scorecards, incentive and penalty frameworks, and contracted capacity covering primary, secondary, and tertiary lanes on every active route.
• Run weekly carrier reviews that translate scorecard data into real actions — PIPs, lane reallocations, removals, and volume incentives. Enforce the consequences. Hold the bar.
• Build a formal carrier onboarding program that sets operating expectations from day one and reduces execution variability across the network.
• Manage 3PL partner relationships with clear SLAs, QBR cadence, and contracted unit economics that support the national expansion strategy.

• Own daily, weekly, and peak planning cycles — matching capacity to forecasted volume, flexing up and down without stranding cost or volume.
• Drive adoption of the planning operating system — automated weekly truck plan, 24-hour replanning tool, roll-vs-run decision framework — as the standard across the team, not the exception.
• Partner with Data Science on forecast accuracy inputs that feed the planning model, and with Network Design on lane structure and medium-term capacity planning.
• Own peak readiness as a signed-off process: plan and rehearse before every major volume surge. No reactive scrambles.

• Own dispatch, in-transit visibility, exception handling, and on-the-day recovery across the network.
• Build and enforce a standing exception management process with clear ownership, escalation paths, and a defect log that converts recurring misses into permanent process fixes.
• Partner with Ground Operations to close the dock execution gaps — CPT adherence, gaylord consolidation, dock door discipline — that cascade into late arrivals and degraded OTA.
• Own the daily decisions that protect downstream on-time delivery: same-day truck add/cancel, lane consolidation, and carrier recovery calls.

• Act as the primary operational voice for transportation technology — partnering closely with the Product and BI teams to define requirements, prioritize the roadmap, and drive adoption of new tools inside the transportation team.
• Think strategically about where automation, AI, and data tools should replace manual coordination. Push the product roadmap toward a transportation function that manages by exception, not manual execution.
• Hold the team accountable for adopting data-driven decision-making tools. No team that continues to rely on gut feel when tools exist.
• Be a real partner to the Product team, not just a requester — co-own outcomes when tools go live and provide feedback loops that improve them.

• Build a high-performing transportation organization with clear role definitions for procurement, planning, and daily operations, structured to scale with Veho’s growth trajectory.
• Hold a high talent bar: recruit aggressively from their network, develop the leaders they have, and make hard calls on under performers before they become bottlenecks.
• Create a culture of accountability — in the team, with carriers, and with cross-functional partners. Own the number, not just the effort.