VP of Internal Systems & IT

hackajob is collaborating with Stord to connect them with exceptional professionals for this role.
Stord is The Consumer Experience Company, powering seamless checkout through delivery for today's leading brands. Stord is rapidly growing and is on track to double our revenue in the next 18 months. To meet and exceed this target, Stord is strategically scaling teams across the entire company, and seeking energetic experts to help us achieve our mission.
By combining comprehensive commerce-enablement technology with high-volume fulfillment services, Stord provides brands a platform to compete with retail giants. Stord manages over $10 billion of commerce annually through its fulfillment, warehousing, transportation, and operator-built software suite including OMS, Pre- and Post-Purchase, and WMS platforms. Stord is leveling the playing field for all brands to deliver the best consumer experience at scale.
With Stord, brands can increase cart conversion, improve unit economics, and drive sustained customer loyalty. Stord's end-to-end commerce solutions combine best-in-class omnichannel fulfillment and shipping with leading technology to ensure fast shipping, reliable delivery promises, easy access to more channels, and improved margins on every order.
Hundreds of leading DTC and B2B companies like AG1, True Classic, Native, Seed Health, quip, goodr, Sundays for Dogs, and more trust Stord to deliver industry-leading consumer experiences on every order. Stord is headquartered in Atlanta with facilities across the United States, Canada, and Europe. Stord is backed by top-tier investors including Kleiner Perkins, Franklin Templeton, Founders Fund, Strike Capital, Baillie Gifford, and Salesforce Ventures.
The Opportunity
Stord is made up of two complicated businesses under one roof. We build and run software at scale, and we operate an international, multi-site fulfillment and parcel network. Our enterprise systems have to carry both, which makes them as complex as anything in the product. These systems were built for a smaller company than the one we are now.
This role is responsible for elevating this system.
There are two direct domains. Business Operations owns the enterprise systems Stord runs on, the processes sitting on top of them, and the quality of the business data inside them. IT owns identity, devices, access, and end-user experience for a company adding headcount monthly, as well as the physical network and device infrastructure inside every fulfillment and parcel site we run. In partnership with Procurement you own Stord's SaaS estate company-wide. Engineering's tooling is also in that scope: R&D chooses it, you administer it.
You report to the SVP of Product & Engineering, sit alongside the Head of Engineering, the VP of Data, and the VP of Security as peers, and work daily with leadership across Finance, Revenue, People, Legal, and Operations.
This is not a blank slate, nor should you want one. What currently exists is here because it has to be: we are already a scaled operation, billions in GMV across hundreds of brands, and the systems carrying that are load-bearing. You inherit a capable team and a stack that works. What's missing is architecture, clear ownership, and someone with a point of view on both.
The test is what comes next. Taking an operation already at this scale and building it for the future, without slowing anything down. Plenty of leaders can add control to a fast company. We are hiring the one who can add control while maintaining necessary speed.
How We Think About This Role
IT is a product, not a ticket queue. We measure this function by whether a Stord employee can do their job on day one and every day after, not by SLA attainment on tickets that should never have existed. A well-run IT function makes most of its own tickets disappear.
Sophisticated application of AI Before we add a person, buy a tool, or build an integration, the first question is whether an agent can do the work. You own making AI the normal way your own functions operate, and being the person who can tell a genuine agentic workflow from a thin wrapper around an API call if a vendor is selling you one.
One system of record per domain. Customers, vendors, products, locations, employees. If a team is keeping a shadow spreadsheet, that is a defect in your architecture.
Tool sprawl is a tax, and you are the person who collects it. Every SaaS application at Stord gets a named owner, a renewal date, a utilisation number, and a security posture. R&D will continue to decide the tools they need. You own everything after that decision, from the contract and the licence count to who has access and what happens at renewal. Bring the same rigor to a $200k observability contract as we bring to a $200k ERP module, and give Procurement a technical counterpart who knows what the contract is actually for.
Build, buy, or cut, decided deliberately. We will support a build when the process is ours and nothing off the shelf fits it. We will not back a build that exists because a configuration was hard. We should cut as often as we build or buy.
Process before automation. Automating a broken process buys you a faster broken process. We would rather you delete a step than script it.
If you read that and disagreed with any of these, tell us when we talk. That is a better conversation than agreement.
What You'll Own
Enterprise systems and architecture

• The strategy, architecture, and roadmap for Stord's business technology stack across CRM, ERP, HRIS, CLM, Procurement, and Customer Success platforms
• Integration and data-flow decisions between those systems, and the ownership model that keeps them from drifting apart again
• A documented architecture with named owners, prioritised by business impact and not by who asked loudest

Business process and master data

• Governance for the domains that matter most: customers, vendors, products, locations, employees. Defined once and sourced once
• The standards and quality frameworks that make business data something the company can build on, in close partnership with the VP of Data whose platform consumes it
• The source-system side of metric consistency. Data sets the canonical definition; you make sure the CRM, ERP, and HRIS capture it that way, so three teams asking the same question get the same number
• Finding the processes creating the most drag across Finance, People, Legal, Support, and Operations, and rebuilding them instead of automating the old shape

IT, corporate and on site

• IT strategy and day-to-day operations: identity and access management, device lifecycle, end-user support, and the corporate network
• The physical network and device estate across our fulfillment and parcel sites: handheld scanners, label and packing-station printers, floor wifi coverage, switching and routing, ISP circuits and failover. If the network drops in a fulfillment center, orders stop shipping, and that outage is your responsibility
• Standing IT up for a new site or a new country on the timeline Operations commits to
• The endpoint, identity, and access controls themselves, operated by your team to the standards the VP of Security sets. You run them, Security governs them, and the two of you agree what good means before an auditor does
• Onboarding and offboarding that are fast, complete, and boring, at the pace of a company adding headcount monthly and entering new countries
• An IT function that gets ahead of problems, with the operating rhythm and metrics to show it

SaaS and vendor portfolio

• Company-wide ownership of the SaaS estate, run jointly with Procurement. Engineering tooling is in scope for administration, contracts, licensing, access, and renewals; R&D keeps the selection call
• Renewal calendar, utilization data, consolidation plan, and a recommendation at every renewal instead of an auto-renew
• Third-party and sub-processor diligence across the estate. Every tool touching employee or customer data is reviewed before it is bought and re-checked at renewal, to the standard Security and Legal set
• Security and compliance review for new tooling, including AI tools adopted anywhere in the company, and IT administration for AI platforms company-wide: procurement, provisioning, access, and licence management

Privacy and compliance

• Privacy operations sit with IT today, because IT is where the systems are. You inherit GDPR, the EU-U.S. Data Privacy Framework certification, records of processing, DSARs, retention schedules, and vendor data processing agreements on day one
• As the VP of Security builds out GRC, program ownership moves there alongside SOC 2 and ISO 27001. Running it well in the meantime and handing it over cleanly is part of this job. We would rather tell you that now than after you join
• What stays with you permanently is enforcement: data residency, retention, and deletion in the business systems. Where an employee or customer record lives, how long it stays, and how it is removed when it should be.
• Access reviews, segregation of duties, and change control across the financial and HR systems, built to survive an audit and, in time, SOX IT general controls
• Evidence on demand. When an auditor, an enterprise customer's security review, or a regulator asks how a control works . click apply for full job details