Megan Mergener, Senior Director of Logistics at Grubhub, discussed her career transition from finance to logistics and shared insights on leadership and team management within the company.
Reflecting on her move to Grubhub, Mergener said, "I tell people it’s like a 'career 180.' I wanted to try something new. I had been in financial services and banking my whole career and had really enjoyed it, but it was time for a change. I was drawn to Grubhub because it was already such a big part of my everyday life. I’ve always loved cooking and anything food-related, so that passion really connected for me. And being born and raised in Chicago, it felt special to join a company that was local to the area."
She noted differences between the culture at Grubhub compared to banking: "The culture at Grubhub is very different from banking—it’s much more collaborative. People are working together and putting ideas together as you go. I like the collaboration, openness, and willingness to debate and discuss things."
Mergener oversees three main areas: Logistics, Care, and Project Management. In logistics, her teams focus on balancing driver pay with delivery speed, monitoring weather or events that could disrupt service, managing market regions using tools like isochrones for efficient delivery times, benchmarking performance against competitors, and advancing strategic initiatives involving technology and partnerships.
Regarding project management responsibilities at Grubhub, she explained that this team coordinates high-priority projects across the organization by aligning stakeholders and ensuring smooth progress from start to finish.
In customer care operations, Mergener manages teams focused on business insights through data analysis as well as AI tools aimed at automation and quality assurance.
Discussing memorable challenges in logistics management, she recalled an underperforming city where standard solutions were ineffective: "We had a city that wasn’t performing well, so the entire logistics team focused on finding solutions. We have many levers—add more drivers, increase pay—but our usual methods weren’t working. We ultimately tried a completely new approach. It could have backfired, but the team aligned behind it, and it was incredibly rewarding to see it succeed."
She emphasized fostering an environment open to innovative thinking: "I’ve learned how important it is as a leader to stay open to bold or unexpected ideas—asking the team... When you create that space, junior team members feel empowered to brainstorm, speak up, and share fresh ideas, which is incredibly valuable."
On integrating AI into operations for both drivers and diners’ benefit: "I think we’re just scratching the surface of what AI can do. Right now, it’s helping us analyze data faster—which is huge when you have limited headcount and hundreds of regions to manage. Instead of one person digging through endless metrics, AI can surface insights quickly so we can spot issues and scale solutions much more efficiently."
Mergener described lessons learned from past leaders: "I think you pick up pieces of good leadership from different people you’ve worked with. One manager really stood out to me on a day I’d made a mistake; I nervously went to tell her and she simply said... That stuck with me. I try to bring that same approach to my team: we’ll make mistakes, own them, fix them together, and keep moving forward." She added advice about maintaining composure during crises: "Another thing is not to react... Your team comes to you to be even-keeled and supportive when something’s imploding... You want to be the person who’s calming it down." She also shared her personal motto: “be the duck”—remaining calm outwardly while working hard beneath the surface.
To motivate teams under pressure she stated: "I think it helps the team know I’m in it with them—staying available checking in... Being in the trenches shows them I understand what they’re doing... rather than feeling removed from their work." She stressed explaining context behind decisions so staff understand broader goals.
Asked about other roles she would consider within Grubhub for a day Mergener responded: "I’d like to deepen my understanding of the account management side of our Merchant Network team—building relationships with restaurants reviewing their metrics helping them try promotions... really seeing things from their side." She highlighted appreciation for events allowing employees direct interaction with restaurant partners.