EVP – Customer Operations — Urban-Mobility Marketplace

The mandate

The merger brought together complementary city coverage and two distinct operating models for customer care. One marketplace resolves most rider issues automatically and routes driver cases to local teams; the other uses specialist queues and broader agent discretion. Refund rules, safety escalation, deactivation appeals and accessibility support differ across the inherited systems. The EVP will design and implement a single service architecture that delivers consistent outcomes, reduces handoffs and scales with transaction growth.

Approximately 800 employees and material partners sit across rider support, driver care, trust operations, workforce management, quality, knowledge and vendor delivery. Safety investigations have an independent leader, but customer operations owns immediate intake, protection and hand-off. Product owns self-service tools; this executive owns whether they resolve the right problem and offer a humane route when automation fails.

The organisation serves customers and drivers in multiple US jurisdictions and languages. Disability access, privacy, payment disputes and platform-work appeals require more than average handle-time optimisation. The EVP must establish consistent decision principles, documented exceptions and quality measures based on correct resolution. Cost remains important, yet savings that generate repeated contact, unfair denial or hidden vendor turnover will not qualify.

Integration also changes evidence available to agents. One platform stores trip events and communications together; the other restricts access across specialist tools. The EVP will define the minimum case record required for a sound decision, who may see sensitive information and how customers can correct an inaccurate fact. Quality reviewers must be able to distinguish a policy error, missing data, agent judgement and product defect so remediation reaches the right owner.

Why this seat is open

Integration design identified customer operations as a new enterprise accountability rather than assigning it to either legacy leader. This planned hire has been timed before major queue and tooling convergence. Current heads will continue running their operations and may participate in the target organisation; the selection process will be explicit and evidence based.

What you will own

• Define service principles and remedy authority for rider, driver and enterprise contacts across both legacy platforms.
• Map critical journeys from contact through refund, appeal, safety or product resolution, eliminating transfers that reflect organisation boundaries.
• Harmonise deactivation and payment appeals with reason codes, evidence access, independent review and timely outcome communication.
• Create immediate-response standards for safety and accessibility cases, tested with affected users and specialist teams.
• Redesign vendor roles, location mix and workforce planning around demand, competence, privacy and continuity.
• Build quality assurance that measures factual correctness, fairness, customer effort and durable resolution.
• Feed root causes into accountable product and operating teams, tracking whether contact drivers actually decline.
• Select and develop one customer-operations leadership team while preserving critical language and market expertise.

The first 12 months

In the first 90 days, sample matched cases across both businesses, listen to agents and affected users, and reconstruct the last ten material escalations. Establish baseline repeat contact, transfer, incorrect remedy, appeal and quality data. Agree interim rules where divergent treatment creates immediate harm, while preserving auditable records for open investigations.

By month six, launch unified knowledge and decision logic for the highest-volume journeys, consolidate queue ownership and pilot the new appeal path in two markets. Complete vendor and workforce design with consultation and transition support. Product changes should target evidenced contact causes, not merely move contacts into harder-to-find channels.

At twelve months, reduce repeat contact by 30%, internal transfers by 40% and unresolved cases over seven days by 60%. Ninety-five per cent of payment and deactivation appeals should meet published timing; independent sampling should show at least 92% correct outcomes; and severe safety cases should reach specialist response within five minutes. Deliver 12% addressable cost improvement without lower accessibility, quality or employee retention.

What the board will measure

• Correct, fair and durable resolution across rider and driver segments.
• Safety, accessibility and appeal handling that withstands legal and user scrutiny.
• Contact reduction attributable to fixed causes rather than channel suppression.
• Vendor performance, workforce stability and protection of sensitive information.
• Realised integration economics after transition and remediation cost.
• Leadership and agent adoption of one service model without erasing valid local expertise.

The person

You have 22–28 years in customer, trust or service operations for a marketplace, fintech, travel, telecom or regulated consumer platform. You have integrated large support organisations and personally owned sensitive appeals or safety escalation. You can explain when automation was inappropriate and when agent discretion created unacceptable inconsistency.

Your background should include at least 550 employees and partners, multi-site vendors and a transaction or customer portfolio above US$500 million. The board will test your case sampling discipline, vendor labour judgement and one decision that increased near-term handling cost to prevent repeated harm. US regulatory and accessibility experience is required.

This hybrid San Francisco appointment entails operating-site travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

Base pay is US$320,000–420,000 plus annual incentive measured through resolution quality, safety, trust, integration value, workforce and leadership. This permanent role is hybrid in San Francisco, reporting to the Group Chief Executive or selected executive sponsor. Notice up to six months can be considered against the integration timetable.

Confidentiality

The marketplaces, case data, vendors and integration design are withheld. More information follows relevance, conflict and privacy review and a mutual undertaking. Facts and scale have been combined to prevent identification; candidates must not contact agents, drivers, customers or technology suppliers to investigate the merger.