Nipun Bansal

Head of Global E-Commerce Business / Vice President of Global Products 09/2024 — Present

Head of Global Technology Platforms for E-Commerce & Ground Freight Businesses 11/2022 — 09/2024

Scope & scale: Global P&L accountability of $0.75B; led 250+ employees across North America, Europe, Asia, and Latin America; accountable for Product P&L, new products and capabilities, business strategy, go-to-market, operating cadence, performance management, and cross-functional execution.

• P&L impact: Achieved revenue growth of $280 million, drove an 18% gross margin increase, and enhanced EBIT by $65+ million through new global technology products, AI-driven optimization, operational excellence standards, and advanced procurement strategies.
• Enterprise transformation / cost-to-serve: Redesigned the operating model across Sales, Operations, CX, Pricing, Technology, program management, and other support functions; improved productivity 50% and reduced SG&A 30%+ through standardization, automation, and an exec-ready KPI governance cadence.
• Portfolio strategy & GTM: Set product and go-to-market strategy for the e-commerce business; redefined target segmentation, pricing architecture, and incentive programs; partnered with Sales and Network leadership to scale adoption of Maersk e-commerce products across priority markets through clearer value propositions and self-serve enablement.
• Sales operations & pipeline conversion: Added new store sales of ~$500M; led sales operations to strengthen pipeline discipline, convert qualified leads into actionable opportunities, and improve conversion through clearer sales processes and execution cadence.
• International product launch (end-to-end parcel lanes): Launched three new international trade lanes for parcel delivery (EU, UK, Vietnam into US) spanning origin pickup, air transport, customs, sortation, and last-mile delivery; led solutioning end-to-end; scaled operations with standard SOPs and systems integration, delivering 22% cost improvement, milestone-level visibility, and improved reliability.
• Technology platform build: Built and launched Maersk Parcel by creating a proprietary end-to-end parcel platform (label/tracking, routing engine, sortation, API integrations, billing/invoicing), establishing a unified tech stack and scalable operating model for global e-commerce growth.
• Network design & scale: Designed and launched the US domestic e-commerce network by standing up sort centers and integrating last-mile injection points via middle-mile trucking lanes—enabling scalable parcel operations with improved end-to-end throughput and service levels.

Head of Logistics Transformation / Senior Director of Global Supply Chain

• Strategy-to-execution leadership: Led a 75-member team; aligned senior leaders across Product, Supply Chain Planning, Technology, Process, and Operations to execute a multi-year transportation transformation roadmap and deliver scalable process and product solutions.
• Tech-enabled supply chain transformation: Led end-to-end process definition and automation across transportation; delivered $45M/year cost improvement and a transformation in customer experience. Designed and implemented core platforms (TMS, parcel-level planning/tracking control tower, sortation software, driver app, first/last-mile planning & routing), reducing order-to-delivery by 5+ days and improving shipment accuracy from ~78% to 96%; launched customer self-service capabilities.
• Business operating structure: Owned supply chain transformation data sources and KPI integrity; redesigned the business operating structure, metrics, and cadence; automated granular metrics and rollups for WBR reporting to drive faster, higher-confidence decisions as the business scaled.
• Omnichannel launch: Launched the end-to-end supply chain solution for Wayfair’s first US brick-and-mortar store (AllModern, Q2 2022), establishing repeatable playbooks for store fulfillment and supplier coordination.
• Network topology strategy: Led 1–3 year long-range planning to expand the delivery network; drove implementation with product, engineering, and operations teams to convert strategy into capacity and service improvements.
• Product development: Launched supplier-portal tools to streamline pickup execution and introduce two-way communications; improved the supplier engagement index 45%.

Head of Supply Chain, AMXL (Heavy/Bulky delivery & services) 02/2018 — 01/2021

• Leadership & scale: Built and led a 40-member team spanning strategic planning, demand forecasting, capacity planning, process engineering, and implementation; partnered with Operations, Finance, CX, and Technology to create a new arm of Amazon Transportation for heavy/bulky parcel delivery and services, standing up a $1B logistics network and delivering 120M shipments.
• Logistics network / cost-to-serve: Established a network of 70+ delivery stations linking first-mile pickups, middle-mile linehauls, and last-mile consumer deliveries in 24 months. Achieved a 500bps improvement in delivery accuracy, cut annual costs by approximately $80M, and lowered delivery errors by 45%.
• Product development: Partnered with Customer/ Driver Experience and Technology to improve AMXL customer and driver experience (comms, self-serve reschedules, end-to-end visibility for CS agents, routing enhancements, package selection tools), delivering $12M+ savings and improved NPS to +35.
• Strategic planning & CapEx: Managed a $235M+ CapEx project portfolio tied to real estate, trucks, MHE, and other costs; achieved 135% ROI and delivered capital projects on time and within budget. Owned AMXL network expansion strategy in OP planning cycles and VP+ stakeholder alignment.
• Process engineering & warehouse design: Owned engineering, process design, and building layouts for AMXL sort centers and delivery stations; launched and standardized operations across 70+ sites. Cut space needs by about 50% in three years, boosted building performance from 86% to 98%, and lowered costs by 18%.
• Fleet strategy: Set 3-year strategy for fleet type/quantity and vehicle interior fabrication; planned and deployed 10K+ Amazon-branded box trucks across the US, Europe/UK, and India.
• Sustainability roadmap: Devised AMXL decarbonization strategy: converted 70%+ of buildings to solar and targeted 70% transportation movement conversion to EVs; partnered with manufacturers/suppliers on pilots toward 2030 goals.

Head of Retail Operations, Heavy/Bulky Business 04/2017 — 02/2018

• New category launch (major appliances): Led cross-functional launch of Kenmore major appliances on Amazon.com across Retail, Operations, Supply Chain, and Technology; drove $300M+ annual revenue.
• Private brands scale (Rivet; Stone & Beam): Designed and launched the supply chain strategy from global sourcing in China to US fulfillment and end-consumer experience, including white-glove delivery and reverse logistics; enabled $150M+ annual revenue and reduced annualized cost by 12.8%.
• Checkout monetization & procurement: Spearheaded a cross-functional initiative to offer multiple service-delivery options at checkout (Inside Entryway, Room of Choice, Assembly); led carrier contract negotiations, pricing, and tracking compliance; generated $100M+ annual incremental revenue with NPS of +50.

Fulfillment General Manager, Warehouse Operations, US North-East Region 05/2014 — 04/2017

• Multi-site operations: Led multi-site fulfillment operations; managed 36 managers and 2,500+ associates. Delivered safety, quality, productivity, cost, and culture targets; recipient of best performing warehouse leader in the region in 2016.
• Quality transformation: Reduced customer-experience misses by 97% in 12 weeks by implementing defect tracking, standard work audits, and manager training.
• Productivity & benchmarking: Standardized shift execution and created best-practice sharing; delivered 9%–16% MoM productivity improvement in 2015–16.
• Continuous improvement (Kaizen): Led Kaizen programs across pick/stow/pack/ship and returns; delivered $45M annualized savings across process paths.

Sr. Manager, Procurement

• Procurement productivity: Delivered $4M annual cost savings by leading an 8-person continuous improvement team; redesigned procurement UI and improved demand visibility and forecasting for GE locomotive programs.

Procurement / Sourcing Manager

• Six Sigma cost-out: Reduced spare-parts waste across 100+ suppliers using Six Sigma; led a 5-person team to remove bottlenecks and deliver $2.4M annual savings.