VP, Customer Engagement

ABOUT

Bloomingdale’s makes fashion personal and fun, aspirational yet approachable. Our mission is to guide and inspire our customers to make style a source of creative energy in their lives. We will always strive to make Bloomingdale’s like no other store in the world. Across all brand touchpoints—from Bloomingdales.com to our newest small store concept, Bloomie’s—everyone plays a critical role bringing our mission to life. Our inclusive culture promotes diversity of background, thought and opinion. Regardless of position, we believe all colleagues have a voice and access to share their thoughts with every level of leadership. Our colleagues are passionate, driven, entrepreneurial and collaborative, while having a lot of fun along the way.

THE OPPORTUNITY

Bloomingdale's has one of retail's most distinctive customer bases: high-income, brand-loyal, and deeply engaged with the Loyallist program across its tiers. The VP of Customer Engagement will build on that foundation — deepening the program's reach, elevating the customer experience within it, and transforming CRM from a communications function into a true lifecycle engine that drives measurable growth in retention, spend, and lifetime value.

This role sits at the intersection of data, relationship, and commerce. It requires a leader who thinks in customer economics — who understands LTV, tier migration, churn risk, and reactivation as financial levers, not just engagement metrics. And it requires someone who can build and inspire a team, navigate a matrixed enterprise structure, and bring genuine creative ambition to the loyalty and CRM space. Bloomingdale's customer relationship is a genuine competitive advantage — this VP's mandate is to make it an even more powerful one.

WHAT YOU'LL OWN

Loyallist Program Strategy

• Own the Loyallist program end-to-end: tier architecture, earn and burn mechanics, benefit design, enrollment strategy, member experience, and the multi-year program evolution roadmap
• Develop and execute the strategy to grow Loyallist enrollment, deepen tier penetration, and increase the proportion of total sales transacting through the program
• Lead the annual and seasonal benefit calendar — ensuring Loyallist moments are differentiated, brand-worthy, commercially effective, and meaningful to the specific tier and segment receiving them
• Build the business case for program investment: model the LTV impact of tier upgrades, benefit enhancements, and enrollment growth with the rigor that earns C-suite confidence and Finance alignment
• Partner with VP, Customer Strategy, Analytics & Measurement on the Loyallist segmentation and LTV framework — ensuring the program is built around customer lifetime economics, not just transactional frequency or short-term spend

Credit & Co-Brand Strategy

• Serve as Bloomingdale's primary strategic owner of the credit co-brand relationship — representing Bloomingdale's interests in partner conversations, benefit negotiations, and joint marketing planning
• Operate within the Macy's Inc. enterprise credit structure with meaningful strategic authority over how the co-brand is positioned, marketed, and leveraged for Bloomingdale's customer growth — influencing rather than directly owning the credit P&L
• Lead co-brand cardholder engagement strategy: activation, spend stimulation, benefit communication, and the migration path for high-value Loyallist customers into co-brand holders
• Develop tighter integration between Loyallist program mechanics and co-brand benefits — building a cohesive customer value proposition across both programs rather than two parallel experiences
• Monitor high-value customer segment overlap with co-brand cardholder profiles as a signal for acquisition targeting, partnership opportunities, and benefit design priorities

CRM & Lifecycle Marketing

• Own CRM strategy and execution across email, SMS, push, and direct mail — building a communication architecture that reflects where each customer is in their lifecycle and what is most relevant to them, not just what the next promotional event requires
• Lead the evolution from message-first to audience-first CRM: briefs begin with the customer segment and their moment in the lifecycle, not with a creative concept or a promotional offer looking for an audience
• Build and scale the customer lifecycle model: new customer onboarding and first-to-second purchase