Program Manager - PMO/Chief of Staff, Amazon Transportation Services Mexico
Amazon · Mexico City, Mexico City, MEX ·
- Seniority
- C level
- Category
- Project management
Amazon is seeking a Chief of Staff to the Director of ATS Mexico, 3P Carriers and US Out of Country for LATAM. You will be the Director's proxy and closest advisor across a business that spans Middle Mile Transportation, Sort Centers, US Fulfillment, and the support functions behind them, in one of Amazon's fastest growing markets.
This is not a coordination role. You will hold delegated decision authority, represent the Director in forums they cannot attend, and own the mechanisms that determine what the leadership team decides and when. You will frame the hard calls: assemble the options, surface the dissent, force a decision, and make sure it survives contact with the organization. When a problem crosses three teams and belongs to none of them, it becomes yours until an owner exists.
You will also carry the Director's talent and planning agenda. That means org design and headcount, the annual operating plan cycles, the performance and promotion calibration cycles, and the culture mechanisms that keep a distributed organization pointed in the same direction.
You will be the AI champion for the organization. The bar here is not automating existing work faster. It is asking which steps should exist at all. Most of our processes were designed for a pre AI world, and the real gains come from redesigning them end to end rather than bolting tooling onto a workflow that was already broken. You will push leaders to do that harder thinking, help them tell the difference between a genuine reinvention and an expensive shortcut, and model the behavior in your own work before asking anyone else to adopt it.
The role demands unusual range. In a single day you will move from a confidential org design conversation, to authoring a narrative that a VP will read, to coaching a new leader on how to run their own weekly business review. You will influence senior leaders who do not report to you, and you will be trusted with information that is not shared widely.
The person who thrives here is right a lot. They see the pattern in scattered signals before anyone has assembled the data, and they have strong instincts for what deserves attention now versus what can wait. Those instincts have to hold across four different lenses at once: what is right for the business, for the individual leaders, for the org, and for the country. Much of the value of this role is knowing which of the ten problems on the table is the one that actually matters this week.
If you are a structured thinker who is comfortable with ambiguity, willing to respectfully challenge senior leaders when you see it differently, and able to earn trust fast across functions and countries, we want to hear from you.
Key job responsibilities
Act as the Director's proxy in leadership forums, deciding on their behalf as trust is established and escalating only what needs their judgment.
Own the decision queue: frame the options, surface the dissent, force the call, communicate the outcome.
Own the rhythm of the business, including leadership forums, WBRs, MBRs, and QBRs, plus the commitment tracker that makes decisions stick.
Own OP1, OP2, and 3YOP end to end, from inputs through VP review to the goal cascade.
Own the talent and org agenda with HR and Finance: org design, headcount, performance and promotion calibration, succession.
Run the culture mechanisms: engagement survey action plans, Connections follow through, townhalls.
Integrate the problems that cross teams and belong to none. Assign owners, unblock, escalate.
Represent Mexico in worldwide forums and convert what you hear into regional plans.
Pressure test the Director's thinking, and disagree before the decision rather than after.
Coach leaders on building mechanisms that scale.
Handle confidential org, people, and financial matters with discretion.
Champion AI transformation across the org, pushing leaders to redesign processes end to end rather than automate broken ones faster.
A day in the life
No two days look the same. You might align with the Director on open decisions, then handle a confidential HR conversation about an org change. Later, you represent the Director on a regional call, draft an OP1 narrative section, lead a cross-functional sync to unblock a stalled initiative, coach a new leader on their weekly review, and clear last week's commitment tracker. You toggle constantly between strategic framing and detailed follow-through, between the Director's agenda and the organization's. Success is measured by whether decisions get made and stick, not by meetings attended.
This is not a coordination role. You will hold delegated decision authority, represent the Director in forums they cannot attend, and own the mechanisms that determine what the leadership team decides and when. You will frame the hard calls: assemble the options, surface the dissent, force a decision, and make sure it survives contact with the organization. When a problem crosses three teams and belongs to none of them, it becomes yours until an owner exists.
You will also carry the Director's talent and planning agenda. That means org design and headcount, the annual operating plan cycles, the performance and promotion calibration cycles, and the culture mechanisms that keep a distributed organization pointed in the same direction.
You will be the AI champion for the organization. The bar here is not automating existing work faster. It is asking which steps should exist at all. Most of our processes were designed for a pre AI world, and the real gains come from redesigning them end to end rather than bolting tooling onto a workflow that was already broken. You will push leaders to do that harder thinking, help them tell the difference between a genuine reinvention and an expensive shortcut, and model the behavior in your own work before asking anyone else to adopt it.
The role demands unusual range. In a single day you will move from a confidential org design conversation, to authoring a narrative that a VP will read, to coaching a new leader on how to run their own weekly business review. You will influence senior leaders who do not report to you, and you will be trusted with information that is not shared widely.
The person who thrives here is right a lot. They see the pattern in scattered signals before anyone has assembled the data, and they have strong instincts for what deserves attention now versus what can wait. Those instincts have to hold across four different lenses at once: what is right for the business, for the individual leaders, for the org, and for the country. Much of the value of this role is knowing which of the ten problems on the table is the one that actually matters this week.
If you are a structured thinker who is comfortable with ambiguity, willing to respectfully challenge senior leaders when you see it differently, and able to earn trust fast across functions and countries, we want to hear from you.
Key job responsibilities
Act as the Director's proxy in leadership forums, deciding on their behalf as trust is established and escalating only what needs their judgment.
Own the decision queue: frame the options, surface the dissent, force the call, communicate the outcome.
Own the rhythm of the business, including leadership forums, WBRs, MBRs, and QBRs, plus the commitment tracker that makes decisions stick.
Own OP1, OP2, and 3YOP end to end, from inputs through VP review to the goal cascade.
Own the talent and org agenda with HR and Finance: org design, headcount, performance and promotion calibration, succession.
Run the culture mechanisms: engagement survey action plans, Connections follow through, townhalls.
Integrate the problems that cross teams and belong to none. Assign owners, unblock, escalate.
Represent Mexico in worldwide forums and convert what you hear into regional plans.
Pressure test the Director's thinking, and disagree before the decision rather than after.
Coach leaders on building mechanisms that scale.
Handle confidential org, people, and financial matters with discretion.
Champion AI transformation across the org, pushing leaders to redesign processes end to end rather than automate broken ones faster.
A day in the life
No two days look the same. You might align with the Director on open decisions, then handle a confidential HR conversation about an org change. Later, you represent the Director on a regional call, draft an OP1 narrative section, lead a cross-functional sync to unblock a stalled initiative, coach a new leader on their weekly review, and clear last week's commitment tracker. You toggle constantly between strategic framing and detailed follow-through, between the Director's agenda and the organization's. Success is measured by whether decisions get made and stick, not by meetings attended.