The 3 Most Common Mistakes Logistics Companies Make When Hiring Tech Leaders

When logistics companies decide it’s time to bring in a VP of Engineering or Chief Product Officer, the stakes are high. These roles are often hired during a pivotal shift, when a company wants to build proprietary technology, modernize its operations, or compete with digital-first freight startups. But too often, the wrong candidate gets hired—or worse, no one accepts the offer at all.

The root of the issue comes down to cultural and operational gaps between logistics and tech. Even the most forward-thinking logistics organizations sometimes underestimate what it takes to attract and retain senior tech talent. They’re not just filling a role. They’re integrating two vastly different professional worlds.

Here are the three most common hiring mistakes logistics companies make when recruiting tech leaders, along with what to do instead.

1. Job Descriptions That Say Too Much (and Nothing at All)

It’s not unusual to see a VP of Engineering job post that reads more like a manifesto. “We’re looking for a visionary who can architect scalable platforms, manage DevOps, oversee an offshore team, and translate business requirements into code… all while improving carrier compliance.”

The problem is twofold. First, logistics companies often try to cram a decade’s worth of technical aspirations into a single role. Second, they fail to articulate the specific challenges and opportunities that would make the job interesting to seasoned engineers.

Here’s what’s often missing:

A clear technical scope: Is this a build-from-scratch role, or are they inheriting legacy infrastructure?
Team expectations: Will they be expected to hire, mentor, or simply execute?
Level of influence: Will this role report to the CEO, or will product decisions be downstream from operations?

Strong tech candidates want to understand where they’ll have impact, how decisions are made, and what success looks like within the first 12 to 18 months. If your job description doesn’t communicate that, you won’t get the attention of leaders who’ve done this before and done it well.

2. A Hiring Process That Breaks Trust Before It Builds It

Tech leaders are used to structured, transparent hiring processes. They expect timelines, agendas, and clear communication at every step. In contrast, logistics companies may approach hiring more like vendor selection: slow-moving, tactical, and focused on “fit” instead of outcomes.

Some red flags stand out immediately to tech candidates:

Vague interview questions with little context about the product roadmap
Lack of peer-level interviewers such as CTOs or CPOs in similar industries
Overemphasis on logistics acumen instead of leadership or architecture skills

When candidates aren’t given access to the people, tools, or strategies they’d be working with, they assume the company isn’t ready to support their success. And in many cases, they’re right.

To make a better impression, companies should map out their hiring process like a customer journey:

What is the candidate experiencing at each step?
Who is helping them understand the business challenge they’re being hired to solve?
What feedback loop shows them you are invested in hiring a strong technical partner, not just filling a seat?

3. Misaligned Incentives and Reporting Structures

The first question many tech leaders ask is: Who will I report to? If the answer is “the COO” or “our VP of Ops,” that can be a deal-breaker.

Tech executives need a seat at the strategy table. When they’re treated like support staff or asked to align around operational KPIs they can’t influence, they either disengage or exit. Too often, logistics companies unintentionally silo their tech leaders, especially if the company’s core value still revolves around relationships or asset utilization.

Another common issue is compensation. A freight company may feel proud offering a bonus tied to EBITA, while a VP of Engineering is wondering why equity and retention packages weren’t even discussed.

To get this right, companies need to:

Define whether the tech leader will influence or own the product roadmap
Clarify how success will be measured: code velocity, platform uptime, user adoption?
Align incentives to long-term technical outcomes, not just quarterly freight goals

Without these adjustments, even a technically brilliant hire will feel like they’re swimming upstream.

How Munayyer Group Helps Bridge the Gap

At Munayyer Group, we specialize in helping logistics companies navigate the complex intersection of hiring for both technical excellence and operational fit. We understand the missteps that can derail a high-stakes executive search and help our clients avoid them before they happen.

Our approach begins with defining the true business objective behind the hire. Are you building a platform? Launching a new SaaS product? Modernizing internal systems? Once the goal is clear, we work closely with your team to develop a job profile that resonates with experienced tech candidates and accurately reflects the scope, resources, and expectations of the role.

We also support your internal hiring teams through the entire process. That includes vetting candidates who can thrive in logistics-driven cultures, designing interview experiences that attract rather than repel top talent, and aligning compensation packages with what the market actually demands.

In short, we don’t just recruit. We translate. We help logistics companies speak the language of technology, and we help tech executives see the potential in logistics. If your next phase of growth depends on the right technical leader, we’re here to help you get it right.