The posting
About the Role Customer Transformation is the team responsible for delivering value from Auger’s autonomous supply chain operating system. Once a customer signs, you own the operating cadence between their organization and ours: you run the deployment, coordinate the business, data, product, and engineering workstreams, and hold the work to a measurable dollar outcome.
This role is for people who get things done. You cut through complexity, force clarity, and deliver results the customer can see on their P&L. You lead strategic enterprise accounts and you work them hands on. You build the schedule, run the workshops, sit with the customer's planners and IT teams, and stay in the detail of what is being built. You lead Customer Transformation team members who own individual workstreams and they make you faster, but accountability for the outcome rests with you.
You are the key relationship builder and driver. You keep deployment on the rails by leading a dedicated cross-functional delivery team which includes sales, product, data science and engineering.
What You’ll Do: 1. Drive Ruthless Simplicity & Forced Clarity Every team—customer-side and internal—drifts toward complexity. Smart people, data scientists, and supply chain operators get lost in edge cases, custom rules, and endless “what-ifs.” Your job is to relentlessly push for simplicity first, launching core value fast and adding complexity incrementally. You do not “surface concerns” or “document ambiguity.” When something is unclear, you clarify it. When something is bloated, you simplify or eliminate it. You are the person in the room who says: “Here’s what we are doing. Here’s why. Here’s what we are not doing.” Then you drive execution across your pod.
2. Define Precise Requirements Across Business & Tech Vagueness is failure. You do not accept “something like this,” “eventually,” or “we’ll know it when we see it." You bridge the business domain with the technical pod—translating business drivers into clear directives for the SC Scientist (modeling), Customer Engineering Lead (data integration), and Customer Product Lead (production roadmap). You expose contradictions and force customers to face hard tradeoffs buried in their consensus-driven, siloed organizations.
3. Achieve Measurable Customer Value, Proven in Dollars There is only one scorecard: Is the customer meaningfully better off because Auger exists? Did revenue increase. Were costs reduced. Was working capital freed. Did cycle time collapse. Those are the outcome measures, and they move slowly. You start from the value ascribed in the SOW, build the measurement model out with the customer at kickoff, and get executive sign-off on the target before build starts. From there you own it. If you cannot point to real dollars created or saved, the deployment is incomplete. This is your North Star.
4. Ensure Total Alignment Across Auger You own cross-functional alignment end-to-end post-contract. Sales (AE), Product, Data/SC Science, Engineering, and Ops move in lockstep toward the customer outcome because you make it so. You ensure seamless hand-offs from the Pre-Sales Product Manager to the production build team, keep the AE aligned on account health and emerging growth opportunities, and align technical workstreams around business impact. When priorities clash, you drive the decision.
5. Be the Single Source of Truth for Delivery You own the operating cadence and the execution plan: What is being delivered → By when → Why it matters → What changed → What happens next. 100% clarity. Zero ambiguity. No drifting timelines without fighting for alternatives first. Everyone—internal pod members and customer executives—looks to you as the final authority for the deployment. If anyone is uncertain about status, risk, or direction, that gap belongs to you.
6. Earn Relentless Customer Confidence You own the executive relationship with the customer, serving as the trusted advisor to the executive sponsor and key business leaders throughout the engagement. Customers must always feel informed, in control, and completely confident that we are delivering on our commitments.
7. Deliver Workshop Leadership & Value Realization You inherit a signed SOW: a defined scope and a value number the customer already bought. Delivering that outcome is your job. Workshops are how you get there, because that is where scope becomes specific enough to build and value becomes specific enough to measure. Run them the way a top consulting firm runs them: a real pre-read, a clear point of view walking in, and a decision made in the room.
What We’re Looking For Experience running complex, cross-functional delivery or transformation programs for enterprise customers, ideally in supply chain, operations, or enterprise software. Working fluency in supply chain operations: planning, inventory, fulfillment, procurement, or logistics. You can hold your own with a customer’s VP of Supply Chain. Comfort translating between business stakeholders and technical teams, including data integration, modeling, and product roadmap conversations. A track record of quantifying outcomes in dollars: revenue gained, cost removed, working capital freed, cycle time reduced. Executive presence with C-suite stakeholders, paired with the willingness to run the details yourself. Bias toward decisions over consensus, and toward simplicity over completeness. Ownership of enterprise accounts at the executive level: you have been the person the customer's sponsor calls, and you have carried an account outcome rather than a workstream. Experience leading and developing delivery managers, including setting the standard for their work and stepping in when a workstream slips. A record of running value-model and governance conversations that survived executive scrutiny, at Fortune 500 scale or equivalent.
What This Role Is (And Is Not) This is radical ownership. You are not here to run process. You are not here to manage optics. You are not here to pass messages between customer teams and Auger engineers. Seniority here does not mean supervision: you run the schedule, you are in the workshops, you are on the calls with the customer's planners, and you do the work that will not move otherwise. You eliminate obstacles, force hard decisions, lead the cross-functional pod, and drive outcomes that wouldn’t happen without you.
The Ultimate Standard Customers and teammates should walk away saying: “These people are different. They get things done.”
