Job Details

Who we are...

Verra Mobility is a global leader in smart mobility. We develop technology-enabled solutions that help the world move safely and easily. We are fostering the development of safe cities, working with police departments and municipalities to install over 4,000 red-light, speed, and school bus stop arm safety cameras across North America. We are also creating smart roadways, serving the world's largest commercial fleets and rental car companies to manage tolling transactions and violations for over 8.5 million vehicles. And we are a leading provider of connected systems, processing nearly 165 million transactions each year across 50+ individual tolling authorities.

Culture

Verra Mobility Corporation is a dynamic, entrepreneurial company that operates with a people-first philosophy and approach. The company lives by its core values—Do What’s Right, Choose Courage Over Comfort, Win Together, and Own It—in everything it does for its customers and team members. The company seeks to grow, both organically and through acquisition, to continue to be the undisputed market leader with a bias for action, customer focus, teamwork, drive for results, and commitment to excellence.

Position Overview

The VP, International Portfolio owns the Automated Enforcement and Tolls and Violations portfolios cradle to grave across the international business, reporting to the SVP, Software Engineering. Cradle to grave ownership means full accountability for each portfolio's technology, delivery, support, and P&L, not delivery alone. Because customer relationships in this business often span more than one region, this role also owns the coordination model for any shared or overlapping regional coverage, ensuring accountability stays clear even when a single account touches multiple markets.

This is one of the most operationally demanding roles in the organization, requiring a leader who can run a coherent global business across regions that never share a full working day. You will set the strategy for how the organization leads across time zones, ensure every local leader has deep, current fluency in the specific regulatory and commercial realities of their own market, and hold each business accountable for its own P&L while keeping both portfolios coherent under a single technology and delivery strategy.

Essential Responsibilities

Global Portfolio & P&L Ownership

• Cradle to Grave Accountability: Own Automated Enforcement and Tolls and Violations end to end, including technology strategy, delivery, production support, and full profit and loss accountability for each portfolio.

• Appointed Portfolio Leadership: Ensure each portfolio has an appointed leader who is the true technical and commercial owner of their business, evaluating and developing those leaders directly and acting decisively when a leader is not performing at the level the role requires.

• Cross Region Coordination: Own the coordination model between APAC and European operations, ensuring accountability, support coverage, and commercial ownership stay unambiguous wherever the two regional organizations' work overlaps.

• Support Ownership: Own the international support organization as part of the portfolio's full lifecycle accountability, ensuring support coverage spans global operations rather than a single region, and operates on a model that matches how the business actually runs across time zones.

Cross Region Leadership Across Time Zones

• Global Operating Rhythm: Design and run a deliberate operating cadence, including meeting timing, decision rights, and asynchronous communication norms, that lets APAC and European teams collaborate effectively despite little or no overlapping working hours.

• Follow the Sun Coordination: Establish handoff practices for support, incident response, and delivery work that needs continuous coverage across regions, so critical issues do not stall waiting for a single time zone to wake up.

• Travel & Presence Strategy: Maintain a deliberate in person presence strategy across both regions, recognizing that relationship building, culture setting, and complex negotiation in these markets often require being there rather than dialing in.

Local Market Enablement

• Local Leader Fluency: Ensure the appointed leader in each region has deep, current fluency in their own market's regulatory environment, customer expectations, and competitive landscape, rather than relying on this role as the sole source of market context.

• Distinct Go to Market Models: Allow each business to operate with the go to market and service model its market actually requires, resisting the temptation to force a single global template where local realities genuinely differ.

• Regulatory & Compliance Awareness: Maintain working knowledge of how government procurement, data privacy, and automated enforcement regulation differ across APAC markets, Europe, and the UK, sufficient to know where a single compliance approach will not transfer.

Enterprise Coherence & Partnership

• Technology Alignment: Draw on a hands on software development background and fluency in modern architecture patterns to partner credibly with the VP, Software Delivery and the Senior Enterprise Architect, ensuring the international portfolios' systems are engineered for high performance and high availability at the transaction volumes these businesses actually process, often millions of backend transactions per day, while still delivering a modern, responsive experience for front end users, and that technology and delivery standards stay consistent with the domestic organization even where go to market and support models diverge.

• Cross VP Partnership: Partner with the VP, Innovation and Emerging Technology and the VP, Software Delivery to ensure new capabilities and delivery standards developed domestically extend cleanly into the international portfolios where relevant.

• Executive Reporting: Report portfolio health, P&L performance, and regional risk clearly and regularly to the SVP, Software Engineering and executive stakeholders, translating operational complexity into a coherent business narrative.

We are looking for a leader who can run a genuinely global business, not just a domestic one with international customers:

Global Operating Leadership

A proven ability to lead effectively across regions and time zones with little or no overlapping working hours, without collapsing into either constant after hours availability or regional disconnection.

P&L Ownership

Real, demonstrated accountability for a business's financial performance, not only its technology or delivery outcomes.

Cross Cultural Fluency

Genuine comfort operating across different business cultures and regulatory environments, and the humility to let local leaders own the nuance of their own markets.

Portfolio Breadth

Comfort owning a full portfolio lifecycle, from technology strategy through production support, rather than a single slice of the value chain.

Qualifications

• Experience: 12+ years in technology or product leadership roles, with at least 5 years owning an international or multi region business with direct profit and loss accountability.

• Education: A bachelor's degree in Business, Computer Science, Engineering, or equivalent experience is required; an MBA or equivalent is a plus given the P&L scope of this role.

• Global Leadership: Demonstrated success leading teams and businesses across multiple regions and time zones, including establishing an operating rhythm that keeps distant teams genuinely aligned rather than nominally connected.

• P&L Management: Direct experience owning a business unit or portfolio's profit and loss, including pricing, cost management, and investment trade off decisions made with real financial accountability.

• Regulatory Breadth: Working knowledge of how government procurement, data privacy, and automated enforcement or tolling regulation vary across APAC, European, and UK markets.

• Domain Knowledge: Experience in automated enforcement, tolling, violations processing, or other government facing, transaction heavy technology businesses is strongly preferred.

• Talent Development: A track record of identifying, developing, and holding accountable strong local leaders, and the judgment to know when a portfolio's success depends on stepping back rather than directing from a distance.

• Travel Readiness: Willingness and ability to travel regularly and extensively across APAC and Europe, given the relationship and market dependent nature of this role.