Lead and develop the Groups Contracts and Groups Bookings teams. You own performance, culture, and day-to-day operations across both teams. You develop your managers and leads with directness and intention — giving real feedback, building real capability, and creating the conditions for people to do the best work of their careers. The leaders who come up under you go on to run their own functions.
Be a player/coach and power user. You don’t manage from a distance. You maintain deep, current working knowledge of end-to-end group handling — from initial inquiry and contract execution through booking confirmation and post-travel support. You can pull up a contract, work a complex case, navigate the systems your team uses every day, and identify exactly where the experience breaks down. Your proximity to the work is not occasional — it’s how you lead. When a high-stakes situation arises, you’re in it, not watching from the sidelines.
Drive continuous improvement relentlessly. You use data and direct observation to find problems before customers report them. You build feedback loops — from QA audits to coaching sessions to SOP rewrites to retraining cycles — and you close them. You don’t flag issues and wait for someone else to fix them. You identify the root cause, build the solution, and measure whether it worked. Process improvement isn’t a project for you — it’s an operating mode.
Own the operational metrics. Establish baselines, track performance, and hold the team accountable to clear and measurable outcomes — booking conversion rate, L90 median timing, QA scores, SLA performance, and client satisfaction. You know which numbers matter, what’s driving them, and what it takes to move them.
Manage BPO vendor performance. You have experience running BPO partnerships and you bring that discipline to the Groups function. You hold external partners to Engine’s quality standards — not theirs — and you know the difference between a vendor that needs coaching and a vendor that needs accountability. You manage performance cadences, escalate when the bar isn’t being met, and work with the OpEx Vendor Manager on contracts and transitions. You’ve been on the ground with a BPO partner and you know what good looks like at the agent level, not just the reporting level.
Be the senior escalation point. For complex group contracts, high-stakes client situations, and cross-functional issues that require experienced judgment — you’re the person who gets the call. You resolve with speed and confidence, you document what happened and why, and you use every escalation as an input into making the system better.
Partner cross-functionally. Work closely with Sales, Account Management, and Finance to ensure group programs are set up for success and clients are supported throughout the lifecycle. You’re not a handoff point — you’re a genuine partner who brings operational insight into commercial conversations and vice versa.
Contribute to the broader Member Support strategy. Bring a groups-specific lens to decisions that affect the wider organization. You’re a peer on the leadership team, not just a functional operator — and you use that seat to make Client Ops better across the board.