Director, BPO & Vendor Management

HUB International•Summit, NJ

18h•$145,000 - $155,000•Hybrid

About The Position

Specialty Program Group (SPG) is the wholesale & MGA division of HUB International. SPG acts in a holding company capacity acquiring best in class underwriting businesses to operate independently under distinct brands (portfolio companies). The Director of BPO & Vendor Management is a leadership role within Specialty Program Group’s (SPG) Operations organization, providing dedicated, full-time ownership of SPG’s outsourced operations ecosystem. This individual contributor role is responsible for the day-to-day management, performance optimization, and strategic evolution of all BPO and third-party vendor partnerships supporting SPG’s operational platform. The Director will serve as the primary point of contact for onboarding new work to offshore teams, partnering directly with division business leaders to identify, scope, and transition tasks, and collaborating closely with the Optimization & Transformation team to surface new outsourcing and efficiency opportunities across the platform. Reporting to the Chief Operating Officer (COO), this role serves as the single point of accountability for BPO partner performance, utilization, service delivery, and the transition from FTE-based to transactional pricing models across SPG’s 7 divisions. The Director will also play a key role in M&A integration, assessing acquired entities’ outsourcing footprints and managing their onboarding onto SPG’s COE model post-close.

Requirements

10+ years of progressive experience in operations management, BPO/outsourcing management, or vendor management, preferably within insurance, financial services, or a similarly regulated industry.
5+ years managing outsourcing relationships at scale, including SLA governance, performance management, and utilization optimization.
Demonstrated experience transitioning outsourced operations from staff-augmentation or FTE-based models to outcome-based or transactional pricing structures.
Proven track record of onboarding new functions and workflows to offshore teams, including task documentation, knowledge transfer, and post-transition stabilization.
Strong understanding of wholesale/specialty insurance operations, including policy processing, surplus lines compliance, endorsements, certificates, and claims support.
Experience building and managing operational dashboards, utilization reports, and executive-level scorecards.
Excellent stakeholder management and communication skills, with the ability to influence division-level leaders and collaborate effectively across a matrixed organization.
Bachelor’s degree in Business Administration, Operations Management, or a related field.

Nice To Haves

Experience with insurance-specific BPO providers (e.g., ReSource Pro, Patra, WNS, EXL).
Familiarity with AI/RPA concepts and the ability to partner with technology and optimization teams on automation integration within outsourced workflows.
Experience operating within a multi-division or multi-brand platform environment, particularly one shaped by M&A-driven growth.
Knowledge of AMS platforms (AIM, ImageRight) and digital policy management systems.
Six Sigma, Lean, or comparable process improvement certification.
MBA or advanced degree preferred.

Responsibilities

Own the end-to-end execution of the COE Functional BPO Model, including the 7-work-cell structure and four-wave account migration plan across SPG’s divisions.
Drive the transition from FTE-based outsourcing to transactional pricing models, establishing unit economics, SLAs, and throughput benchmarks for each work cell.
Manage the COE implementation roadmap, tracking milestones, dependencies, risks, and escalations across all migration waves.
Ensure consistent execution standards and operational readiness as new divisions and functions are onboarded to the COE model.
Own and maintain all BPO and COE operational documentation, including process workflows, standard operating procedures (SOPs), task specifications, and training materials, ensuring they remain current and accurate as the model evolves.
Conduct regular reviews of documented workflows to reflect changes in business requirements, system updates, vendor capabilities, and regulatory obligations.
Establish a documentation governance cadence, including version control standards and scheduled refresh cycles, to prevent operational drift between documented procedures and actual practice.
Ensure all onboarding playbooks, knowledge transfer materials, and task-level work instructions are updated following each migration wave or process change.
Serve as SPG’s primary day-to-day relationship owner for all BPO and outsourced service partners, including ReSource Pro (RSP), Patra, and any additional current or future vendors across the platform.
Manage ongoing service delivery and performance against SLAs, serving as the central point of communication between SPG and all vendor partners for operational matters, status updates, and strategic alignment.
Own the escalation process for vendor performance issues, service failures, and quality concerns, driving timely resolution and ensuring appropriate visibility to senior leadership when issues require intervention.
Conduct quarterly business reviews (QBRs) with each vendor, evaluating performance against KPIs including turnaround time, accuracy, cost per transaction, and capacity utilization.
Maintain a consolidated vendor spend tracker and outsource utilization dashboard, providing monthly reporting to senior leadership.
Extend vendor management oversight to all third-party operational service providers as the function matures, ensuring a consistent governance framework across the vendor ecosystem.
Partner directly with division business leaders and operations heads to identify tasks and workflows suitable for offshore transition.
Lead the end-to-end onboarding process for new work being moved to offshore teams, including task documentation, knowledge transfer, training coordination, and go-live support.
Develop standardized onboarding playbooks and readiness checklists to ensure consistent, repeatable transitions across divisions.
Monitor post-transition performance during stabilization periods, managing quality checkpoints and feedback loops with both the business and the offshore partner.
Collaborate closely with the VP of Optimization & Transformation and the broader Optimization team to identify new outsourcing, automation, and efficiency opportunities across SPG’s operational footprint.
Provide operational intelligence from vendor performance data, utilization trends, and division feedback to inform the enterprise optimization roadmap.
Partner with Optimization to evaluate AI/RPA overlay opportunities within BPO workflows, identifying areas where automation can reduce manual handoffs and improve cycle times.
Contribute to business case development for new outsourcing initiatives, providing cost modeling, capacity analysis, and vendor capability assessments.
Stay current on strategic vendors’ evolving AI and automation capabilities, product roadmaps, and innovation strategies; serve as SPG’s informed point of contact on how BPO partners are integrating intelligent automation, machine learning, and digital tools into their service delivery models.
Proactively identify and recommend opportunities to leverage vendor-native AI and automation capabilities within existing BPO workflows, actively socializing these opportunities with SPG Optimization and Digital Strategy leadership for evaluation, piloting, and integration into the broader technology roadmap.
Monitor and optimize BPO utilization rates across all divisions, identifying underutilization, capacity gaps, and opportunities to shift or rebalance volume.
Develop and maintain a BPO capacity planning model that aligns outsourced headcount and transaction volumes with divisional demand forecasts.
Establish a continuous improvement framework for outsourced operations, incorporating feedback loops from division operations teams and quality audits.
Track and report on expense reduction progress against the 20–25% target, building transparent attribution models that connect BPO optimization to realized savings.
Serve as the BPO and outsourcing subject matter expert during due diligence for new acquisitions, assessing the target entity’s current outsourcing arrangements, vendor dependencies, and operational workflows.
Develop post-close integration plans for migrating acquired entities onto SPG’s COE model, including timeline, task mapping, vendor alignment, and knowledge transfer requirements.
Coordinate with M&A integration teams and division leadership to ensure a smooth transition of outsourced functions, minimizing disruption to ongoing operations during the integration period.
Identify synergies and consolidation opportunities across acquired vendor relationships, recommending rationalization where overlapping services or redundant contracts exist.
Serve as the operational bridge between BPO partners and SPG division leaders, managing expectations, resolving conflicts, and ensuring smooth handoffs during account migrations.
Support change management efforts related to outsourcing transitions, including communication plans, training coordination, and readiness assessments for impacted teams.
Provide regular updates to the COO, VP leadership, and division operations heads on BPO performance, migration progress, and strategic recommendations.