Director, Credit

Macy's•Long Island City, NY

About The Position

The Bloomingdale’s card is one of the most powerful levers in the customer relationship. Cardholders spend more, shop more often, and stay longer; the credit relationship is among the strongest predictors of lifetime value in the business. The Director of Credit owns the strategy that grows that base and deepens its engagement: acquisition, activation, the cardholder value proposition, and the integration of credit into the broader loyalty and lifecycle model. Bloomingdale’s credit operates within the Macy’s Inc. enterprise credit structure and a long-standing issuer partnership. This is a strategic and marketing leadership role: while the credit P&L sits within the enterprise structure, the Director carries meaningful authority over how the Bloomingdale’s card is positioned, marketed, acquired, and leveraged for customer growth, and serves as Bloomingdale’s primary strategic voice into the enterprise credit and issuer relationship. Because credit profitability is a defined input to loyalty program economics, this role is connective tissue across the entire Customer Engagement team.

Requirements

8+ years in retail credit, co-brand or private-label card, financial-services marketing, or customer marketing with direct credit ownership; premium or specialty retail experience is an advantage.
A track record growing a card portfolio — new accounts, active rate, cardholder spend, and retention.
Experience managing an issuer or bank-partner relationship and navigating a matrixed or enterprise credit structure with influence rather than direct authority.
A working command of credit economics — profit share, funding, and the levers that drive program profitability — enough to model contribution and defend a position.
Working knowledge of credit-marketing compliance and regulatory requirements, and the judgment to operate cleanly within them.
Strong cross-functional and partnership skills, with the credibility to represent Bloomingdale’s in senior partner and enterprise conversations.
Analytical rigor and fluency in customer economics and LTV.

Responsibilities

Own the new-account strategy and the application-to-approval funnel across store, site, app, and associate-assisted channels.
Drive in-store acquisition through associate engagement — the value proposition, incentives, and enablement that make the card easy to present and easy to take.
Set acquisition targets and own the performance against them — application volume, approval rate, and the quality of accounts acquired.
Own the cardholder lifecycle — activation of new accounts, growth in cardholder spend and share of wallet, and retention of the existing base.
Develop engagement strategies that increase active rate and frequency, moving cardholders from acquired to engaged to loyal.
Build reactivation and retention programs for dormant and at-risk cardholders, grounded in cardholder economics.
Own the card’s value proposition — the benefit architecture, cardholder-exclusive moments, and the reasons a Bloomingdale’s customer chooses to carry it.
Design the cardholder benefit set in direct partnership with Loyalty so the card and the Loyallist program reinforce one another rather than compete.
Keep the proposition competitive against the cards the Bloomingdale’s customer also carries, and lead any refresh or rebrand of the cardholder value story.
Serve as Bloomingdale’s primary strategic owner of the issuer and co-brand relationship — representing Bloomingdale’s interests in partner planning, benefit negotiations, and joint marketing.
Operate effectively within the Macy’s Inc. enterprise credit structure — influencing roadmap, funding, and prioritization on behalf of the Bloomingdale’s brand.
Build the working relationships and the cadence that keep Bloomingdale’s credit priorities visible and resourced within the enterprise and with the issuer.
Own the credit marketing calendar — acquisition and cardholder campaigns — and partner with CRM for execution across owned channels.
Establish the reporting and KPIs that make credit performance legible to leadership: acquisition, active rate, cardholder spend, and retention.
Ensure all credit marketing meets issuer, network, and regulatory compliance standards.
Understand and articulate the economics of the card — the levers of program profitability and the contribution credit makes to the customer P&L.
Translate credit profitability into a defined input for loyalty program economics, working with the Director, Loyalty to fund benefits and inform tier strategy.
Partner with the measurement function on cardholder segmentation and LTV so credit decisions are made on lifetime economics.