Group Manager, Operational System Capabilities

Join Intuit's Customer Success organization as a Group Manager on the Expert Network Operations Excellence team. You will own the operational capabilities that power the Expert Network — the workforce management, routing, and work orchestration platforms that decide how millions of customer needs are forecasted, matched to the right expert, and resolved at scale. This is a platform ownership role, not a project delivery role. Our operating principle is capability over business alignment: capabilities are built once as enterprise platforms and configured for each business use case. You will define the multi-year vision for the Expert Network's operational capability stack, connect the dots across forecasting, routing, real-time operations, and back-office work management, and be accountable for both building these capabilities and keeping them healthy in production. We are looking for a visionary leader who leads from the front. You see the end state before others do, translate it into a capability roadmap the organization can execute, and carry enough technical depth to drive solution design personally — pushing on architecture choices, challenging model assumptions, and raising the technical bar of the teams around you. As a village leader, you will mobilize teams across Customer Success, engineering, product, and data science to deliver tangible outcomes, engaging senior leaders in a highly matrixed organization with a consistent bias for action.

Own the operational capability vision and roadmap. Define and drive the multi-year strategy for workforce management (driver-based forecasting, capacity and scenario planning, scheduling, real-time management) and routing (skills-based routing, expert matching, queue architecture, omnichannel and AI-agent/human blended orchestration) as enterprise platform capabilities. Ensure architectural coherence across the portfolio and a disciplined configuration-per-use-case model as business units adopt the platforms. Own system health. Be accountable for the operational integrity of the capabilities in production: platform SLAs, defect identification and reduction, monitoring and observability, change governance, and the health metrics that tell us the operational system is working. Treat system health as an outcome you own, not a ticket queue you manage. Lead capability development from the front. Decompose ambiguous, high-stakes operational problems into well-framed capability requirements and solution designs. Drive build-vs-configure decisions, lead design reviews, and own delivery from business case through deployment and validation — measured by business outcomes (resolution, SLA attainment, cost-to-serve, expert productivity), not activities completed. Drive the science agenda. Partner with data science teams on the decision-intelligence layer of the platform — driver-based demand forecasting, mathematically optimized ramp and staffing plans, scenario modeling, ROI-based allocation of expert hours, and real-time intelligence that progressively automates operational actions. You will not build the models, but you must frame the problems, interrogate the assumptions, and drive the right conversations to land science into production capabilities. Build back-office work orchestration. Extend the operational system beyond live contacts: standardized, routable, SLA-clocked work items that make back-office work visible, plannable, and measurable end to end. Lead and develop the team. Lead a team of Business Systems Analysts. Raise the team's technical craft, embed AI-native ways of working (AI-assisted analysis, requirements, and testing), and develop leaders who own outcomes. Deliver cross-functional outcomes. Land capabilities into multiple business units as use cases, partnering with operations, engineering, product management, and workforce management delivery teams. Represent the capability portfolio and its outcomes in senior leadership forums. Qualifications