Senior Customer Support Service Delivery Program Manager

In 1931, electrical draftsman Harry Beck looked at London’s Underground map and saw a system that had become too complicated to understand.

The maps at the time tried to represent the city geographically. Beck realized that wasn’t what riders actually needed. What mattered was how the system connected: which lines went where, where you could transfer, and the simplest way to get from one place to another. So he redrew the network around those relationships instead. His design became the foundation for the modern Tube map and changed how people navigated London.

Mercury’s Customer Experience organization has its own increasingly complex network.

As Mercury grows, the right place for support work will keep changing. Some new or complex work may benefit from starting in an incubation team before we know how it should scale. From there, it might move into Core Support, remain specialized, transition to an outsourced partner, or become increasingly supported by AI-powered tooling. The challenge is knowing where work belongs at each stage of its lifecycle, when it’s ready to move, and how to make those transitions without compromising the customer experience.

For the first 9–12 months, a significant majority of your work will focus on our growing BPO partnership. You’ll identify opportunities to expand the work we deliver through that partnership, build the operational and financial case for doing so, align CX leadership around those recommendations, and lead approved transitions from initial scoping through stabilization.

Over time, the scope will broaden. You’ll apply the same thinking across our wider service delivery ecosystem, helping us evaluate when work should enter an incubation model, when it is ready to graduate, and whether its next home should be Core Support, a specialized team, an outsourced partner, AI-powered tooling, or another model as our capabilities evolve.

You won’t be the sole decision-maker on where work lives. Your role is to develop the recommendation: bring together the data, customer impact, operational realities, and tradeoffs; build a compelling case; and help CX leadership reach a well-informed decision. Once a direction is approved, you’ll own the program that turns it into reality.

This is a role for someone who can move fluidly between strategy and execution. You should be equally energized by building a strong argument for how our service delivery model should evolve and by working through the operational details required to make that change succeed.

In this role, you will:

• Lead high-impact programs that evolve how CX delivers support, with the first 9–12 months heavily focused on expanding and optimizing our BPO partnership.

• Identify opportunities to move work to a different service delivery model and build the case for change using customer, operational, and financial data. This could include recommending that emerging or complex work move into incubation, as well as determining when incubated work is mature enough to transition into Core Support, a specialized team, or our BPO partnership.

• Help define what makes work ready to move. Develop clear criteria for when a workflow needs incubation, when it has reached sufficient maturity and stability to graduate, and which delivery model is best positioned to own it next.

• Evaluate where AI-powered tooling could take on, augment, or reshape support work, and partner with the right teams to build a clear case for when automation creates a better customer and business outcome.

• Lead approved service delivery transitions end to end, whether work is moving into incubation, graduating from incubation, transitioning between internal teams, or moving to an outsourced partner. Own the program from initial scoping and business case through readiness, migration, ramp, stabilization, and handoff into long-term operations.

• Partner across Workforce Management, Enablement, QA, Support, and other teams to build transition plans that account for capacity, training, knowledge transfer, quality, tooling, and operational readiness.

• Define success before a transition begins and measure whether the change actually delivered the intended customer, quality, capacity, and cost outcomes.

• Establish clear readiness and stabilization criteria so transitions are judged by whether they work, not simply whether they launched on time.

• Bring structure to complex, ambiguous service delivery questions, identifying the right analysis, stakeholders, dependencies, and tradeoffs required to move from uncertainty to a clear recommendation.

• Build repeatable frameworks