Luxury Presence is at an inflection point in how we deliver our product to clients. Our Onboarding and Product Fulfillment (PFT) teams sit at the most consequential moment of the client lifecycle: the first 90 days, where launch quality, time to value, and first impressions decide whether a customer renews, expands, or churns.
This role is brand new. It exists to give our VP of Implementation a true operational partner who can take the systems, processes, data, and tooling work off her plate and run it as a function. You will build the operating backbone for Onboarding and PFT, partnering closely with our Director of CS Operations on the support and CSM side so the post sale function works as one connected system. This is a high visibility role with regular exposure to leadership across go to market, the post launch teams, and the broader executive team.
Map the end to end implementation lifecycle, from sales handoff through onboarding and launch.
Identify and eliminate bottlenecks (onboarding call capacity, handoff coordination, revision/rework volume, etc.) and design new processes that scale.
Build and maintain SOPs, playbooks, and enablement that the front line teams actually use.
Look through a strategic lens, not an incrementalist one. Step changes won’t come through process tweaks alone. We expect this person to make meaningful, substantial recommendations on things like role consolidation, incentive restructuring, or workflow rebuilds where the data calls for it.
Drive measurable, specific outcomes against the metrics that decide whether implementation is working: bring down average time to launch, reduce pre-launch CSAT issues, and minimize revisions per customer.
Partner with RevTech on the Implementation footprint inside Salesforce.
Partner with Analytics to design the reporting layer for Implementation, including the data marts and metric definitions that will anchor trustworthy operational reporting and AI assisted analysis going forward.
Build the AI assist surface for Implementation workflows: QA, summarization, automation, and agent assist tooling that removes manual work without compromising quality.
Define the Implementation metric set used to run the business: first pass rate, time to launch, CSAT, capacity utilization, revisions per launch, and churn linkage.
Build the dashboards and recurring reporting that make those metrics trustworthy and easy to act on.
Partner with Data and Analytics to surface trend insights and the leading indicators that move retention.
Stand up individual performance reporting for Onboarding and PFT.
Instrument operational metrics: average time to launch, passbacks, revisions per customer, and pre-launch churn linkage.
Work hand in glove with our Director of CS Operations on the support and CSM side, so post-sale ops operates as one team.
Partner with Sales, Marketing, Product, RevTech, Engineering, and Finance to align Implementation processes with the rest of the business.
Coach the leaders of Onboarding and PFT on what to prioritize. This role does not just execute their roadmap; it shapes it. We expect a clear, defensible point of view on the highest leverage projects and the trade offs, anchored to customer experience and business impact.
5+ years in operations, with at least 3 years specifically in customer success, onboarding, implementation, or post sale operations.
Strong Salesforce user with experience designing reports, dashboards, and business processes. Admin level depth is a plus, not a requirement.
Proven track record of building and operating measurable processes at scale. You can talk about specific before and after numbers.
Hands on experience with AI tools used inside operations workflows (QA, automation, summarization, agent assist).
Comfortable in a player coach role. Today this is an IC seat, with potential for team growth in the future.
High ownership. You treat the goals of the leader you support as your own.
Operational rigor. You design durable systems instead of one off fixes.
Cross functional pragmatism. You can get to a shared decision with stakeholders who have competing priorities.
AI forward. You assume AI is a default capability, not a special project.
Customer obsessed. You instinctively link operational decisions back to the client experience.