Operational Transformation, Senior Manager

A bit about this role:  The Operational Transformation, Senior Manager role is the single point leader for Guide-facing change readiness. It bridges strategy and execution — rolling out workflow changes cleanly, managing cross-team dependencies, and getting ahead of downstream impacts like scorecards, training, and staffing before they become problems. It depends on trusted relationships across every Guide team and channel, so solutions solve for the whole org rather than one team. And it's fundamentally a builder's role: this person creates the tools and mechanisms that let us lead change at scale, turning readiness into durable infrastructure instead of effort we re-spend on every launch. This is essential for AI work and for broader scale initiatives — outbound queue consolidation, advanced-dialer optimization, and other enterprise-wide transformations. Your Responsibilities and Impact will include: Own change readiness end to end : Deployment, adoption, feedback, and iteration for every Guide-facing operational change — including a unified change calendar leadership can see. Build the tooling that makes change repeatable: Playbooks, intake, readiness trackers, adoption dashboards. Anything we repeat should run as durable, self-serve tooling, not a manual doc. Be the Guide-facing counterpart to Product and Tech: Represent frontline constraints in roadmap and design, shape release sequencing and pilots, and co-own launch readiness criteria and the go/no-go bar. Own milestone readiness: including ANOC and 1/1. Stand up the forums, systems, and ownership that surface and close gaps before each date. Ready the frontline and their leaders: Make sure scripting, knowledge, comms, training, and feedback loops are in place before a change lands, and equip managers to lead their teams through it. Get ahead of second- and third-order impacts: Scorecards, staffing, quality, and training all move when a workflow does — surface those consequences early rather than discovering them after launch. Build trusted partnerships across every Guide team and channel: Learn how each one operates and what constraints it carries, then design solutions that solve for the whole rather than one team at the expense of others. Use AI as a working tool: S ynthesize open-text Guide feedback into themes, draft comms and first-pass training, and prototype lightweight tools without waiting on a dev queue — then partner with Prod Ops to productionize what proves durable. Carry the recommendation when channels want different things: Come forward with a clear point of view and bring people along; escalate only genuine cross-org trade-offs. Run post-launch monitoring and retrospectives: Track sentiment and adoption on a set cadence with Analytics, and turn one-time launches into repeatable plays. Success looks like: adoption targets hit quickly with ~85% of the team at goal; scale initiatives delivering measurable OPEX savings instead of headcount growth; and each launch taking less effort than the one before. Required skills and experience:  5+ years in operations, program/change management, or operational transformation, including direct experience supporting frontline or contact center teams. Demonstrated build instinct: tools, automations, or durable systems you created yourself — not only specified for someone else — that a team still uses. A track record of leading change through influence rather than authority, across teams you did not manage, including as the operational counterpart to Product and Tech partners. Ability to work at altitude and in detail: write the narrative a senior leader can act on, and personally untangle the workflow detail that would otherwise break the launch. Comfort operating amid shifting priorities, re-sequencing work mid-flight without losing the thread or the team. Willingness to form a recommendation on incomplete information , deliver hard messages to senior stakeholders, and keep the