Senior Manager, Customer Centricity

Skills, Knowledge & Expertise

Responsibilities

• Customer Centricity Standard
• Define what a good customer conversation looks like and keep it to a short set of criteria.
• Evaluate on a single judgement per interaction: did it meet the standard, and if not, which of three to five reasons explains it.
• Keep the standard current as products, policies, and customer journeys change.
• Manager Enablement
• Set the customer centricity standard and equip Team Leaders and Operation Managers to apply it with their teams.
• Run ticket-solving sessions with managers to surface the opportunities they walk past.
• Assess how Team Leaders coach their agents, using LLM analysis.
• Coaching of agents sits with the Team Leaders. This role makes sure that coaching is good.
• CSAT
• Own the diagnosis of CSAT: what drives it, where it breaks, and who fixes it.
• Build the ability to recover CSAT even on outcomes the customer will not like.
• Split detractors into skill, will, or product and uncontrollable, so every point has a cause and an owner.
• Report blended CSAT and controllable CSAT as two separate numbers.
• Route product-driven dissatisfaction to product owners via the Experience Leads.
• LLM Quality
• Own the LLM Quality Team, which runs checklists, per-conversation evaluation, and structured feedback into LLM agent “guidance” or prompt.
• Specialize evaluators by product stream and pair them with the Experience Leads.
• Maintain the LLM evaluation model separately from the human one, where LLM Agent checkers are more detailed, while human quality is outcome driven.
• Analysis & Insight
• Work across everything we have on the customer: evaluation results, CSAT and DSAT verbatims, VoC, complaints, escalations, repeat contacts, and the conversations themselves.
• Dissect the data, and work with Analytics and with the analyst in the function to get what you need.
• Turn findings into refreshers, training triggers, and process changes with named owners and dates.
• Measure the function on whether a driver actually moved.
• Build a small team of high-skill owners with real accountability for outcomes.
• Customer Centricity Standard - Define what a good customer conversation looks like and keep it to a short set of criteria. - Evaluate on a single judgement per interaction: did it meet the standard, and if not, which of three to five reasons explains it. - Keep the standard current as products, policies, and customer journeys change. Manager Enablement - Set the customer centricity standard and equip Team Leaders and Operation Managers to apply it with their teams. - Run ticket-solving sessions with managers to surface the opportunities they walk past. - Assess how Team Leaders coach their agents, using LLM analysis. - Coaching of agents sits with the Team Leaders. This role makes sure that coaching is good. CSAT - Own the diagnosis of CSAT: what drives it, where it breaks, and who fixes it. - Build the ability to recover CSAT even on outcomes the customer will not like. - Split detractors into skill, will, or product and uncontrollable, so every point has a cause and an owner. - Report blended CSAT and controllable CSAT as two separate numbers. - Route product-driven dissatisfaction to product owners via the Experience Leads. LLM Quality - Own the LLM Quality Team, which runs checklists, per-conversation evaluation, and structured feedback into LLM agent “guidance” or prompt. - Specialize evaluators by product stream and pair them with the Experience Leads. - Maintain the LLM evaluation model separately from the human one, where LLM Agent checkers are more detailed, while human quality is outcome driven. Analysis & Insight - Work across everything we have on the customer: evaluation results, CSAT and DSAT verbatims, VoC, complaints, escalations, repeat contacts, and the conversations themselves. - Dissect the data, and work with Analytics and with the analyst in the function to get what you need. - Turn findings into refreshers, training triggers, and process changes with named owners and dates. - Measure the function on whether a driver actually moved. - Build a small team of high-skill owners with real accountability for outcomes.