Senior Manager, Global Performance Management

Job Description Summary:

Role Overview

The Senior Manager, Global FM Performance is responsible for global governance, performance management, and accountability of workplace facilities management service providers, with primary emphasis on Coca-Cola’s strategic partnership with CBRE.

This role ensures that vendors consistently deliver against defined outcomes, service levels, and contractual commitments across Coca-Cola’s global workplace portfolio. Acting as the enterprise owner of performance management, this role establishes the cadence, metrics, and forums that enable transparency, informed challenge, and continuous improvement—without assuming responsibility for day-to-day service delivery.

Success in this role requires a strong background in facilities operations and performance management, enabling the Senior Manager to effectively evaluate what is working, what is not, and where optimization opportunities exist. The role leverages both quantitative data (KPIs, trends, benchmarks) and qualitative insights (operational judgment, field feedback, partner behavior) to drive better outcomes.

Core Accountabilities

Global Vendor Performance Governance (Primary Ownership)

• Own the global performance governance framework for facilities management service providers.

• Serve as the primary owner of the enterprise’s performance relationship with CBRE.

• Establish clear performance expectations aligned with global workplace standards, outcomes, and service models.

• Ensure consistent application of performance governance across regions and service lines.

• Performance Measurement, KPIs & Accountability (Primary Ownership)

• Define, track, and govern KPIs, goals, and objectives for FM service delivery globally.

• Own the performance cadence, including:

• Monthly operational performance reviews
• Quarterly Business Reviews (QBRs)
• Annual performance evaluations

• Ensure performance metrics are meaningful, outcome-focused, and aligned with enterprise priorities.

• Partner with CBRE to ensure data integrity, transparency, and consistency in reporting.

Data-Driven Evaluation & Insight Generation

• Leverage quantitative data (KPIs, trends, service metrics, financial indicators) and qualitative inputs (site feedback, leadership observations, risk signals) to assess vendor performance.

• Identify systemic issues, root causes, and improvement opportunities across the portfolio.

• Translate performance data into clear insights and recommendations for senior leadership.

• Distinguish isolated execution issues from structural or model-level challenges.

Performance Optimization & Continuous Improvement

• Lead efforts to optimize FM performance, focusing on reliability, consistency, cost effectiveness, and user experience.

• Identify opportunities to improve service delivery through process improvements, standardization, or changes in partner behavior.

• Collaborate with CBRE to drive corrective action plans and continuous improvement initiatives.

• Escalate performance risks and trends through established governance channels.

Partner Relationship Management (Governance Lens)

• Maintain a strong, professional, and outcome-focused relationship with CBRE leadership.

• Provide informed challenge to partner recommendations, supported by data and operational insight.

• Reinforce a culture of accountability, transparency, and shared ownership of outcomes.

• Avoid involvement in daily operational decision-making or issue resolution.

Cross-Functional Partnership & Role Clarity

Relationship to Senior Director I, Global Workplace Platform Strategy & Operations

• Executes within the strategy, standards, and operating model set by the Senior Director.

• Provides performance insights that inform enterprise decisions, risk management, and continuous improvement.

• Elevates performance trends and risks requiring executive attention.

Relationship to Director, Engineering Infrastructure and Asset Strategy

• Incorporates asset reliability and lifecycle insights into performance discussions.

• Aligns operational performance outcomes with asset strategy expectations.

• Does not own asset strategy or capital planning decisions.

Relationship to Senior Manager, Global Workplace Safety, Compliance & Continuity

• Ensures safety, compliance, and continuity outcomes are refle