As our Director of Logistics, you will own the strategy, structure, and execution of the entire Maiden Home logistics network and be accountable for cost, quality, and reliability across every mile, provider, and market. Reporting directly to our SVP of Operations, you will connect logistics performance to our business outcomes, including client experience, pricing, and gross margin. This role is a "builder" who will put in place the systems, partnerships, and team that allow us to grow volume substantially while protecting the condition of every piece and the quality of every delivery.
This role is located at our New York headquarters in the Tribeca design district where we work together every day in the office.
What You Will Do
White Glove Delivery Optimization / 3PL Management
- Set the strategic direction for the Maiden Home outsourced logistics network: provider mix, geographic coverage, modal strategy, and build-versus-buy decisions as the business scales.
- Own all provider relationships across first mile origin freight, middle mile LTL and FTL carriers, and last mile white glove delivery specialists.
- Lead sourcing and contract execution: manage RFPs as needed, negotiate rate structures, service commitments, liability terms, and capacity guarantees, and present selection recommendations to leadership.
- Vet new providers on FMCSA compliance, active operating authority, and certificate of insurance. Ensure minimum insurance requirements are written into every contract and certificates are validated at onboarding and renewal.
- Build and govern the provider accountability framework: scorecards, structured review cadences, and contractual escalation protocols. Own corrective action plans and make provider continuation decisions when performance does not recover.
- Own capacity planning with the commercial team: forecast volume by lane and season, communicate requirements to providers in advance, and secure committed capacity during peak windows.
Order Issue Management: Intake, Triage, and Resolution
- Assess and recommend the intake model: outsourced call center staffed at the 3PLs, 3PL-embedded ticketing, or a hybrid. Present a build plan to leadership before implementation.
- Design the intake model around how issues surface: Client Services and Retail route directly to the 3PL Customer Care team as the first line of triage. Define the resolution authority, communication standards, and logging requirements for that team.
- Build the escalation protocol from the 3PL Customer Care team to Maiden Home: conditions requiring escalation, approval authorities at each tier, response time requirements, and documentation standards.
- Own every escalated issue through closure: approval decisions, carrier coordination, and client communication. Routine issues are resolved between Client Services or Retail and the 3PL without Director involvement.
- Close the loop on resolved issues: update decision trees, refine escalation criteria, and flag recurring patterns for root cause investigation.
Returns Logistics and Storage Management
- Own the end-to-end returns process for damaged, defective, and refused goods: return pickup, routing to the appropriate disposition location, and cycle time tracking from client notification through resolution.
- Manage outsourced storage locations including 3PL warehouse partners and white glove service centers handling returns and refurbishment.
- Establish disposition protocols at each storage node: repair and redeliver, hold for parts, or write off. Ensure provider agreements reflect the cost and responsibility structure for each path.
- Ensure returns data drives provider accountability reviews, contract negotiations, damage liability claims, and product decisions in partnership with Product Quality and Finance.
International Logistics, Trade Compliance, and Tariff Risk
- Own all inbound import logistics: freight forwarding, customs brokerage, HTS classification, and CBP documentation compliance across ocean, air, and ground modes.
- Build and scale outbound international shipping for finished goods delivered outside the United States: carrier relationships, landed cost models, and customs documentation for each market.
- Develop a tariff risk monitoring and cost modeling capability: track tariff schedules, Section 301 classifications, and trade policy changes; model financial exposure by origin country, product category, and lane; and bring scenario analyses to leadership with enough lead time to inform procurement and pricing decisions.
- Ensure financial plan assumptions reflect current and projected trade conditions. Identify and pursue duty drawback opportunities on eligible imports in partnership with the customs broker and Finance.
Financial Management: Freight Spend, Claims, and Reconciliation
- Own the logistics budget: build the annual freight spend plan by lane, mode, and provider; track actuals monthly; and explain variances with root cause analysis.
- Manage freight invoice reconciliation: audit invoices against contracted rates and accessorial schedules, identify and dispute billing errors, and build audit controls that prevent systematic overbilling.
- Own claims management for damaged, lost, and delayed shipments: file and track claims, maintain an open claims log with aging, analyze patterns to drive carrier accountability, and ensure recoveries are captured in financial reporting.
- Manage chargeback reconciliation: track and dispute chargebacks outside contractual terms and report trends to Finance and leadership.
- Conduct ongoing carrier rate benchmarking to keep contracted rates competitive and flag renewal risk ahead of contract cycles.
Network Scorecards and Performance Measurement
- Design and maintain scorecards at each supply chain node, including origin pickup, port clearance, middle mile transit, last mile delivery, returns intake, storage, and issue resolution, ensuring every contractual commitment is measurable at every handoff.
- Define node-level KPIs calibrated to contract terms. Establish a structured review cadence: weekly for active issues, monthly scorecard reviews with account teams, and quarterly business reviews with senior provider contacts.
- Use scorecard data to drive corrective action plans, contract renegotiations, and provider continuation decisions. Maintain a consolidated network performance dashboard for leadership.
What You Should Bring:
- 10 or more years of progressive logistics and supply chain leadership in high growth business environment.
- 4+ years of people management expertise, with demonstrated success in hiring and developing a high performing team.
- Experience in furniture, luxury goods, or another category where product condition and delivery experience carry real weight
- Ownership of international freight and customs operations, including goods moving from Europe
- Ability to prioritize effectively and remain agile amidst changing business priorities.
- Dynamic thinker with the ability to balance cost, speed, and customer experience for proper decision making.
- A track record of negotiating meaningful carrier and 3PL contracts
- Experience building or significantly scaling a final-mile delivery network; white glove experience strongly preferred
- Hands-on experience implementing or operating WMS and TMS platforms
- Rigor with data - damage rates, on-time performance, cost per delivery, and inventory accuracy are numbers you know cold
- Success in a high-growth environment where the playbook did not yet exist and you were the one who wrote it
- An exacting standard, and the understanding that a piece handcrafted over weeks can be undone in the final mile - you build operations that make that outcome unacceptable
Estimated Salary: $180,000 - $210,000
