Description

Amazon's International Grocery Operations Finance team is looking for a Finance Manager to lead productivity and total variable cost for Grocery Fulfilment Centre (GFC) Under-The-Roof (UTR) operations across four countries: the UK, Italy, Spain, and Japan.

This is a high-impact, high-ownership role at the intersection of financial controllership, operational cost management, and cross-functional influence. You will own the end-to-end UTR productivity agenda — from target-setting and rolling forecasts through to weekly cost reviews and executive reporting — while leading the total variable cost (VCPU) strategy across a multi-country network of fulfilment centres.

You will serve as the primary Finance partner to Operations, Supply Chain, OI/CI, Labour Planning, and Programme Management teams — driving cost performance, challenging assumptions, and translating complex operational dynamics into clear financial narratives for VP and Director-level stakeholders. This role is suited to someone who combines deep analytical rigour with the ability to influence outcomes without formal authority, and who thrives in ambiguity.

Key job responsibilities
- Own productivity across the INTL Grocery network (UK, IT, ES, JP): Set targets through planning cycles (OP1/OP2, Quarterly Guidance), build and maintain Rolling Forecast mechanisms, and drive accountability for delivery through weekly/monthly cost reviews with Ops Directors and Regional Leads.
- Lead total variable cost controllership: Own VCPU reporting, bridge analyses, and variance tracking across all process paths. Surface risks, quantify impacts, and drive actions to close gaps to plan.
- Design and deliver financial mechanisms: Build scalable forecasting tools that integrate real-time operational inputs (S&OP volumes, new hires dilution, project entitlements, seasonal patterns) to enable accurate labour planning and hiring decisions.
- Partner cross-functionally on cost-impacting initiatives: Provide financial leadership on operational pilots and network changes — including new delivery models, packaging strategies, route extensions, and topology decisions. Own UTR financial impact assessments and P&L reviews for go/no-go decisions.
- Drive benchmarking and convergence: Conduct cross-country and cross-region (e.g., INTL vs. NA) productivity analyses to identify performance gaps, quantify opportunities, and develop actionable convergence roadmaps.
- Lead planning cycle inputs: Own variable cost modelling for OP1/OP2 and Quarterly Guidance, including entitlement calculators, seasonal adjustments, and goal-setting in partnership with Operations and Programme Management
- Build executive narratives: Translate complex multi-country operational performance into concise, insight-driven communications for senior leadership — including weekly cost decks, WBR inputs, and country-level deep dives.
- Influence without authority: Challenge operational decisions with poor financial ROI, push back on unrealistic timelines, and drive alignment across teams with competing priorities.

A day in the life
No two weeks are identical — but here is a flavour of what this role looks like in practice:

- Monday: Rolling Forecast actuals land. You update the WRF, spot a productivity gap in one country, build the bridge, and have root causes and proposed actions ready for the cost call.

- Tuesday: You're drafting the WW VP productivity performance summary — distilling four countries' results into a sharp narrative that lands at the top of the organisation. You're also driving the Weekly Business Review from a cost perspective, ensuring leadership has the right context to make decisions.

- Mid-week: You're leading a cross-functional cost review with the Regional Ops Director — walking through site-level performance, challenging project delays, and aligning on recovery actions for underperforming process paths.

- Monthly: You're running Cost MFRs (Monthly Financial Reviews) — deep-diving into country-level cost performance, challenging trends, and aligning on forward-looking actions with Operations and Finance leadership.

- On-site: You're visiting a fulfilment centre to observe a new operational process first-hand — analysing the financial impact of changes on the floor, validating assumptions in your models, and partnering with site leadership to quantify UTR headwinds or tailwinds.

- Pilot assessment: A new operational model has launched in one site. You're tracking the week-over-week UTR impact, isolating headwinds from other site-level noise, and preparing a P&L review to recommend whether to scale, iterate, or roll back.

- Planning cycle: You're building OP1 productivity targets — running pre-reviews with Regionals, incorporating project entitlements from 10+ PMs into an entitlement calculator, and stress-testing assumptions before they reach leadership.

- Ongoing: You notice a 2–20% variance between labour planning rates and finance assumptions. You design a mechanism to converge to a single source of truth — and deliver an 849 bps improvement in planning accuracy.

The role rewards people who are equally comfortable in a model and a leadership meeting — and who see financial controllership as a lever for operational excellence, not an administrative function.