EVP – Customer Operations — Passenger-Vehicle Business

The mandate

A passenger-vehicle business has separate dealer care, contact centres, roadside support, digital service and warranty operations. Customers repeat their history across channels, while regional teams optimise response time without owning resolution cost or retention. Discounts and goodwill conceal recurring product and process failures. The board is creating an EVP role to establish one customer-operating system as the business restores regional profitability.

The executive will lead an approximately ₩15,800 billion revenue and programme perimeter influencing 1,375 employees and material partners. Accountability spans customer care, dealer-service operations, case resolution, roadside support, ownership journeys, service standards and customer insight. Sales owns acquisition, quality owns defect investigation and technology owns platforms. The EVP owns end-to-end resolution, channel economics and whether customer evidence changes operating decisions.

The work begins with case pathways, not satisfaction averages. A charging complaint, delayed part, finance query and connected-service failure require different expertise and authority. Each pathway will identify first-contact evidence, hand-offs, repair or remedy rights, customer communication and closure proof. Repeat contact and elapsed days will be traced alongside cost, loyalty and technical escalation.

Regional profitability must be improved honestly. Moving cases to cheaper channels, rejecting goodwill or shortening calls can lower visible expense while increasing dealer rework and defection. The EVP will build contribution by customer cohort, including service revenue, warranty, mobility, concessions and retention. Finance will verify gains and quality will confirm that cost reduction does not suppress emerging field signals.

Why this seat is open

This is planned new hiring for an approved operating model and has no predecessor. A four-to-six-month process allows selection before the next regional planning cycle. Existing functional leaders retain accountability until the remit is activated; no concealed customer or conduct event drives the search.

What you will own

• Design one resolution model across dealer, contact, digital and roadside channels.
• Set evidence, authority and escalation by customer problem and consequence.
• Rebuild dealer-service standards around first-time resolution and truthful communication.
• Connect customer journeys to warranty, parts, product and regional economics.
• Govern partners, platforms, privacy and service recovery.
• Develop successors across care, dealer operations and customer analytics.

Case governance will focus on aged, repeated and high-consequence failures. Weekly reviews will require a single accountable owner even when several functions contribute. Exceptional remedies will remain possible, but patterns must generate a product, process or policy decision. The EVP will publish internal closure definitions so a transferred or temporarily pacified customer is not recorded as resolved.

Dealer participation is essential because customers experience the brand locally. Performance discussions will consider diagnosis, appointment availability, parts readiness, communication and repair durability rather than survey score alone. Dealers with limited capability will receive targeted support and controlled authority; persistent misrepresentation or unsafe repair will trigger contractual action. Digital self-service will be expanded where it genuinely removes effort, not where it merely shifts work to the owner.

Workforce design will follow demand patterns by hour, language, case type and technical complexity. Scheduling will reserve skilled capacity for emerging incidents rather than reward maximum utilisation. Partner contracts will specify knowledge retention, escalation access and case-data portability. Customer consent and identity controls will be tested through real hand-offs, including family members, fleet drivers and authorised workshops. The EVP will ensure that automation explains decisions and offers human review when a remedy materially affects mobility or money.

The first 12 months

During the first 90 days, the EVP will map the ten highest-volume or highest-harm journeys, assess leadership and stabilise any severe backlog. The sponsor will receive baseline economics, decision rights and choices on fragmented platforms or external partners.

By month eight, four priority journeys should use common case history and closure evidence, two dealer regions should operate revised standards, and customer signals should feed formal quality and product forums. Chronic repeat-contact causes will have funded removal plans.

At year-end, first-contact resolution should improve by 15 percentage points in selected journeys, repeat contact fall by 20% and severe cases close 30% faster. Customer-operation cost per durable resolution should decrease by 10% while retained service contribution improves and no material safety escalation is delayed. Ready succession should cover 70% of direct leadership roles.

What the board will measure

• Durable resolution rather than channel activity.
• Customer evidence changing parts, product and policy.
• Profit improvement without claim or goodwill suppression.
• Stronger dealer consistency and digital usefulness.
• Independent customer-operations leadership.

The person

You are an EVP Customer Operations, service president or customer-experience operations leader with 22–28 years in automotive, mobility, financial services or another distributed service network. You have governed at least ₩9,150 billion and 950 employees. Evidence must include a cross-channel resolution redesign, a dealer or partner intervention and economics verified beyond initial launch.

This hybrid Seoul role requires extensive dealer, contact-centre and customer travel. You can challenge product and commercial leaders while preserving their formal accountabilities.

Compensation and terms

Base salary is ₩420–560 million plus annual incentive. Measures include durable resolution, customer effort, retention contribution, operating cost, dealer quality and succession. Final terms reflect scope; notice up to six months may be accommodated.

Confidentiality

The company, channels, dealers, case evidence and customer cohorts remain confidential. Further detail follows qualification and an undertaking. Seoul and the rounded perimeter do not identify the employer.