Senior Change Manager, Delivery Service Partner

The Senior Change Manager (SCM) serves as an orchestrator and coordinator of transformation across the entire delivery network. They support large-scale projects impacting DSPs. This individual contributor doesn't just manage change—they architect it. From the moment a Project Owner (PO) submits a request until well after implementation, the SCM ensures every transition is smooth, purposeful, and impactful. They do so by using their expertise and judgment to distill diverse inputs from large stakeholder groups. SCMs determine the right outcomes, inform decisions, and suggest long-term solutions. This work is both tactical and strategic and requires them to handle complex (often significantly complex) problems and escalations.
Their scope spans the entire delivery ecosystem—from Amazon Logistics (AMZL) and Amazon XL (AMXL) to Same Day (SD), Sub Same Day (SSD), and eventually A-Now and A-Rush operations. With this comprehensive view, SCMs act as guardians of both Delivery Service Partners (DSP) and Delivery Associate (DA) experiences, carefully balancing innovation with operational stability.
This role is underpinned by its preventive approach. Working closely with many stakeholders and operational CMs to identify potential roadblocks before they materialize. They're problem-preventers, and when challenges arise, they collaborate with POs to develop robust mitigation strategies, sometimes making the tough call to red-light a project if necessary.
Beyond just managing change—they're custodians and advocates of Amazon's Day 1 culture, enabling us to innovate at speed and scale whilst ensuring we take the DSPs with us and that pace is sustainable.

Key job responsibilities

• Complexity: The SCM is required to navigate and coordinate all conflicting priorities to ensure smooth deployment and communication. They understand the interdependencies of the business problems they help solve (e.g., aligned workflows, customer requirements, process limitations, legal or compliance requirements, program support, etc.) and they prioritize through data-driven contributions. They are able to make a case for project priorities and/or appropriate program adoption to achieve a desired business outcome, resolve a deficiency, or unblock delivery.
• Scope and Influence: The SCM develops working backwards plans for projects to support POs and ensure all viewpoints are sought, considered, and incorporated into project development prior to deployment. They possess relevant understanding and experience in operational processes and workflow, and they provide technical/operational guidance to the teams, managers, and field personnel on their projects. They facilitate projects that feed into director and VP goals.
• Ambiguity: The SCM proactively identifies risks and brings them to the attention of the team and stakeholders with plans for mitigation before they become roadblocks. These efforts require them to collaborate with and influence multiple teams, e.g., legal, finance, and pricing, in and/or across organizations at the AMET level.
• Communication: The SCM communicates ideas effectively, verbally and in writing, to a wide range of audiences. They foster a constructive dialogue, harmonize discordant views, provide tailored recommendations, and lead the resolution of contentious issues (build consensus). They partner successfully with project and program managers, WW stakeholders, DSPs, and business partner teams.