Senior Manager, Launch Excellence

About the Role

At Uber, great products are only as good as the experiences they create — and customer experience doesn't begin when a ticket arrives. It begins the moment a new feature or product launch decision is made.

Ensuring that customer experience is at the forefront of the design and build of every new product feature, enhancement, or net new launch means we must influence product design upstream — before painful experiences occur or support issues arrive at our doorstep.

This is the foundational belief behind this role. The Senior Manager, CX Launch Excellence – Mobility, will be the single point of contact responsible for defining the governance model and best practices to enable the right PoCs from CommOps to be embedded as a strategic partner across the Product Development Lifecycle. From PRD through go-to-market to hypercare, this person ensures that a consistent process is followed for every product, feature, and operational change so that the change and/or rollout ships with a customer experience that is excellent from day one — at every maturity level.

This is not a reactive support role. The primary accountability for this role is launch governance and CX readiness standards — defining the frameworks, gates, and operating model that determine how customer experience teams engage in the product development process.

What You'll Own

• Build the Definitive Playbook for CX Participation in the Product Development Lifecycle: Define and own the end-to-end standard for how Community Operations engages across every stage of product development — from PRD through product development checkpoint reviews to launch and hypercare for Mobility.

Design a tiered engagement model that distinguishes the right level of CX involvement based on product portfolio type: core product lines, growth initiatives, or emerging bets. Every product that ships a customer experience must meet the bar — and this role sets that bar.

Build and maintain the master playbook covering intake criteria, readiness gates, go/no-go frameworks, escalation triggers, and accountability structures. So there is never ambiguity about where CX stands in the process. Establish clear principles: CX is not a reviewer at the end of the pipeline but a co-designer from the beginning.

• Own and Govern the Intake Process — The "Front Door" for Cross functional partners: Design and operate the intake and triage system that captures all customer-impacting changes across Mobility — product launches, feature iterations, quality testing, platform rollouts. Define the criteria and guardrails that determine which changes require full CX readiness reviews, which require lightweight checkpoints, and who is accountable for driving each gate. Create the organizational mechanisms — forums, decision rights, SLAs, tooling — that ensure every change traverses a standard readiness process with full visibility, no matter how fast the business moves. This person is the single point of accountability for XFN partners (including Product) knowing exactly when to loop in CX and what to expect when they do.
• Embed CX as a Strategic Partner in Every Launch: Act as the primary counterpart for Mobility Customer Experience, Product Insights & Rollout, Product Ops, and Customer Obsession teams as they seek to not only review launches, but to shape them. Establish clear engagement rules, decision paths, and escalation protocols so upstream teams know exactly how and when to plug in CX — making the partnership predictable, high-trust, and efficient. Build relationships with product/product ops teams to drive this forward.
• Define and Drive Support Readiness Standards Across the Portfolio: Translate every upstream product, ops, and policy change into concrete CX readiness requirements: content, macros, workflows, training, tooling, escalation paths — with clear owners and delivery timelines. Track and ensure CX feedback has been formally acknowledged and resolved before launch gates are cleared. Hold go/no-go authority at defined readiness gates with clear escalation paths to senior leadership when standards are not met, ensuring CX readiness is never treated as optional, including structured pre-launch testing protocols that validate support readiness before go-live. <