Director of Operations

JOB PURPOSE: Run Content Operations, Contact Centers, and Quality as one accountable unit and own the operational KPI set end-to-end — customer satisfaction, complaints per reservation, guest rating, destination search conversion, occupancy of active listings, and unit activation — so that operational performance becomes a managed, forecastable input to growth rather than a monthly report of outcomes. KEY ACCOUNTABILITIES: Performance ownership: - Own the operational KPI tree and deliver the monthly and annual targets for CSAT, complaints per 1,000 - reservations, guest rating, destination search conversion rate, occupancy of active listings, and unit activation rate. - Set, defend and re-base targets with Strategy and the CSO, and ensure every KPI is instrumented, defined, and - scoreable. - Run the monthly Operations performance cycle and present results, causes and actions to the Executive Committee. - Contact Centers - Own the service levels: first response time, first contact resolution, average resolution time and reopened tickets. Restore and hold first contact resolution at or above 80% through root-cause analysis of repeat-contact drivers, - Agent enablement and process redesign. - Manage capacity, scheduling, quality monitoring, and any outsourced service partners. - Reduce cost to serve per booking without trading away resolution quality. Content Operations - Own listing content completeness, photo quality and destination content readiness. - Scale proven content interventions across the destination portfolio; the Abha pilot lifted click-through from 6.0% to - 11.8%. - Set and enforce the host content standard with clear controls and consequences. - Quality and unit readiness - Own the unit onboarding and activation journey: activation rate, time to activate, and time to first reservation with - clear SLA - Close the gap between activation and occupancy by working with Commercial and Product on destination - readiness. - Run the quality assurance framework across both the guest and the host journey. Leadership and cross-functional - Lead, develop and structure the three function teams, and build capability and succession within them. - Partner with Product on operational defects that require a product fix, sorting and visibility, and claims. - Partner with Data & Analytics to close instrumentation gaps and automate departmental reporting. - Transform the team to be the center of operational excellence

Own the operational KPI tree and deliver the monthly and annual targets for CSAT, complaints per 1,000 reservations, guest rating, destination search conversion rate, occupancy of active listings, and unit activation rate. Set, defend and re-base targets with Strategy and the CSO, and ensure every KPI is instrumented, defined, and scoreable. Run the monthly Operations performance cycle and present results, causes and actions to the Executive Committee. Own the service levels: first response time, first contact resolution, average resolution time and reopened tickets. Restore and hold first contact resolution at or above 80% through root-cause analysis of repeat-contact drivers, agent enablement and process redesign. Manage capacity, scheduling, quality monitoring, and any outsourced service partners. Reduce cost to serve per booking without trading away resolution quality. Own listing content completeness, photo quality and destination content readiness. Scale proven content interventions across the destination portfolio; the Abha pilot lifted click-through from 6.0% to 11.8%. Set and enforce the host content standard with clear controls and consequences. Own the unit onboarding and activation journey: activation rate, time to activate, and time to first reservation with clear SLA. Close the gap between activation and occupancy by working with Commercial and Product on destination readiness. Run the quality assurance framework across both the guest and the host journey. Lead, develop and structure the three function teams, and build capability and succession within them. Partner with Product on operational defects that require a product fix, sorting and visibility, and claims. Partner with Data & Analytics to close instrumentation gaps and automate departmental reporting. Transform the team to be the center of operational excellence.