Senior Client Service Operations Manager (Western)

Proof•Southfield, MI

7d•$120,000 - $140,000•Onsite

About The Position

The Senior Operations Manager runs the Operations function, not a team within it. You manage 3–5 Operations Managers and own the operating model itself: how Operations is structured, what it measures, how it makes decisions, and how it scales. Your job is to make your Managers successful — not to do their jobs. Operations runs predictably through growth, change, and pressure because the system you've built holds it together.

Requirements

7+ years of operations experience, including 2+ years managing managers; high-growth, service-delivery, or regulated-industry experience strongly preferred
Demonstrated track record owning function-level KPIs at scale and materially improving them — you can show what you changed, why, and what moved
Proven people leader: can speak in detail about Managers developed, hard calls made, and bench strength built
Strong analytical and structured-thinking skills; comfortable building and defending an operations roadmap tied to company strategy
Excellent executive communication; credible across senior leadership, enterprise clients, and the operations floor
Experience in legal services, service of process, regulated operations, or complex service-delivery environments strongly preferred
Bachelor's degree in Business, Operations, or related field; advanced degree or Lean/Six Sigma certification a plus

Nice To Haves

advanced degree or Lean/Six Sigma certification a plus

Responsibilities

Own SLA, quality, productivity, cost, and retention across all teams. When the function misses, you own the diagnosis and the fix.
Design the service model (tiering, response standards, escalation) and deliver against it at scale. Serve as operations executive sponsor for enterprise clients; participate in QBRs.
Identify and prioritize the highest-leverage operational problems; kill work that doesn't move the needle. Diagnose systemic issues — capacity, structure, incentives, tooling — and drive multi-quarter solutions.
Anticipate second- and third-order effects of change. Drive initiatives that prevent next year's problems, not just fix this quarter's.
Build capacity without proportional investment. Make deliberate choices about what to build internally vs. source from Product or vendors.
Own the QA framework across teams: escape rate, audit posture, defect rate, billing accuracy. Set and enforce the standard for what 'good' looks like.
Build an operations function that absorbs growth, M&A, regulatory change, and strategic pivots without breaking SLAs. Model composure under sustained pressure.
Own the Operations metrics framework: what we measure, what 'good' looks like, and what triggers action. Build executive reporting where numbers are right, narrative is honest, and recommendations are specific.
Set tool fluency standards across teams. Partner with Product on the tool roadmap. Don't tolerate manual workarounds that should be automated.
Own the compliance interpretation framework; partner with Legal Operations on a defensible standard. Ensure operational adherence to legal, regulatory, and contractual requirements across service of process and court filing.
Own the server partnership model: selection, development, escalation, and retirement. Own the pricing and assignment model at the function level. The function's reputation in the server network is a strategic asset.
Manage 3–5 Operations Managers. Own leadership development, succession planning, manager training, and performance calibration. Make the call on hiring, promotions, PIPs, and terminations. The strength of the Manager bench is the primary measure of this role.
Set the management standard — 1:1s, performance conversations, coaching, team rhythms — and audit adherence. Create an environment where Managers make decisions, take risks, and learn from mistakes without thrashing.
Set the communication operating model across Operations: cadences, escalation paths, written standards, executive reporting. Own the narrative on operational performance — what's working, what isn't, what you're doing about it.
Own the cross-functional operating model for how Ops works with CS, Sales, Product, Marketplace, and Legal. Bring problems with proposed solutions. Be credible in front of senior leadership, enterprise clients, and the operations floor.
Build a culture where people raise issues without fear. Be available to skip-level reports without undermining Managers. Be visible enough that Specialists know who you are and what you stand for.