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 quick

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 an

📌 Vice President of Customer Experience (Mississauga)
🏢 AMZ Prep®
📍 Mississauga