Director, Customer Engagement

The Opportunity:

The Director of Customer Engagement is the owner of customer support strategy and operations for a vaccine organization operating in a highly regulated healthcare environment. This leader owns the end-to-end customer support operating model and drives cross-functional initiatives spanning Commercial Operations to deliver service excellence, operational efficiency, and revenue growth. The Director of Customer Engagement brings equal parts operational discipline, financial acumen, and executive-level communication, translating complex service and cost data into clear decisions and business insight for senior leadership.

This role is distinguished by three core behavioral expectations that govern how work is done, not just what is delivered:

Lead: This role carries full accountability for the people, performance, and strategic direction of the customer experience. The Director of Customer Engagement does not manage tasks — they build the team, set the standard, and own the outcomes, developing functional leaders who can operate independently and hold the organization to a high bar for quality and execution.

Drive: The Head of Customer Experience is the operational authority — the person who sees the full picture, moves first, and does not wait to be told. They own the integrity of the customer support operating model, cost discipline, and downstream financial accuracy without exception, setting the pace for the organization and creating an environment where urgency, precision, and accountability are the baseline.

Collaborate: This leader is the enterprise's connective tissue for customer engagement through which Finance, Commercial, and senior leadership understand what's happening with customers and why it matters. Finance turns to them for clarity on cost to serve. Commercial Operations relies on them when customer risk threatens revenue. Executive leadership looks to them for the operational judgment that shapes business decisions. The Director of Customer Engagement doesn't just relay information upward — they synthesize it, frame it in business terms, and bring a point of view that influences how the enterprise moves.

The Role:

This role is organized across five responsibility pillars, reflecting how time and leadership energy is to be allocated:

% Pillar Summary

25% Customer Support Operating Model

Own the end-to-end customer support operating model, including standard operating procedures, service levels, performance metrics, and escalation frameworks.

25% Budget & Cost Management

Manage operational budgets, model cost drivers, and align service investments to revenue and margin objectives; partner with Finance to ensure process discipline, reduce rework, and drive accurate downstream financial outcomes.

20% Leadership & Talent Development

Build and develop high-performing leadership teams; lead, coach, and develop a tiered organization of managers, establish performance standards, build succession pipelines, and manage all human resource elements.

15% Digital Enablement & Automation

Drive digital enablement and automation initiatives to improve the accuracy, speed, and consistency of customer interactions.

15% Cross-Functional Partnership & Compliance

Lead cross-functional initiatives spanning Commercial Operations and technology, ensure all workflows meet the precision, auditability, and control standards required in a highly regulated healthcare environment.

PILLAR 1 — Customer Support Operating Model (25%)

• Operating Model Ownership: Own the end-to-end customer support operating model, including standard operating procedures, service levels, performance metrics, and escalation frameworks.

• Accountability: Accountable for the accuracy and integrity of the customer support operating model and customer-facing processes across the Customer Operations.

• Performance Reporting: Establish, track, and respond to key performance indicators for the department; provide recurring business readouts to senior and executive leadership.

• Continuous Assessment: Conduct ongoing analysis of operational strengths, weaknesses, opportunities, and threats; create programs to drive service excellence and cost efficiency.

PILLAR 2 — Budget & Cost Management (25%)

• Cost Modeling: Manage operational accruals and model cost drivers and align service investments to organizational strategic objectives.

• Finance Partnership: Partner with Finance to ensure processes discipline, reduce rework, and drive accurate downstream financial outcomes.

• Demo