Senior Customer Support Service Delivery Program Manager

Mercury•San Francisco, NY

About The Position

Mercury is hiring a Senior Customer Support Service Delivery Program Manager to evolve how its Customer Experience organization delivers support. During the first 9–12 months, the role will focus primarily on expanding and optimizing Mercury’s BPO partnership: identifying opportunities, building operational and financial cases, aligning CX leadership, and leading approved transitions from scoping through stabilization. Over time, the role will address the wider service delivery ecosystem, including incubation, Core Support, specialized teams, outsourced partners, and AI-powered tooling. The role develops recommendations rather than making final decisions about where work belongs. It brings together data, customer impact, operational realities, and tradeoffs to support informed decisions by CX leadership. After a direction is approved, the role owns the program to implement it, from initial scoping and business case through readiness, migration, ramp, stabilization, and handoff to long-term operations. It also develops repeatable frameworks for deciding where work should live and for executing transitions, and uses lessons from transitions to improve future decisions and delivery.

Requirements

At least 6 years of experience in strategic program management, customer experience operations, service delivery, outsourcing, support operations, or a related field.
Deep experience with outsourced service delivery and personally leading significant transitions of operational work into a BPO or similar partner environment.
Understanding of BPO transition operations, including workforce planning, forecasting, training, knowledge transfer, quality management, ramp planning, and stabilization.
Ability to build recommendations without owning the final decision, using evidence and clear tradeoff framing to align senior stakeholders.
Systems thinking and ability to assess how the broader service delivery model works and where changes could improve outcomes.
Analytical rigor and commercial judgment, including comfort with operational and financial data, testing assumptions, and building business cases.
Strong judgment in ambiguous environments and ability to identify the evidence, tradeoffs, and perspectives needed to make decisions.
Ability to move from recommendation to execution and manage the operational details of successful change.
Ability to influence teams with different priorities and constraints without relying on formal authority.
Ability to communicate customer impact, operational implications, economics, and tradeoffs clearly.
Focus on outcomes and willingness to revisit assumptions based on results.

Nice To Haves

Experience designing or evolving a multi-tier customer support service delivery model.
Experience with BPO expansions, outsourced operations, vendor launches, or team and site stand-ups.
Experience moving work between internal delivery models, such as incubation to Core Support or between specialized and scaled support teams.
Experience evaluating how automation and AI-assisted support affect the economics, complexity, or placement of customer support work.
Experience with incubation or pilot operating models, including deciding when work should be isolated for learning and when it is ready to graduate into a scaled delivery environment.
Experience using SQL, Google Sheets, or business intelligence tools to evaluate operational performance and build business cases.
Experience in fintech, financial services, or another regulated environment where risk and operational complexity influence service delivery.

Responsibilities

Lead high-impact programs that evolve how Customer Experience delivers support, initially focusing heavily on expanding and optimizing the 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.
Develop criteria for when work needs incubation, when it is mature and stable enough to graduate, and which delivery model should own it next.
Evaluate where AI-powered tooling could take on, augment, or reshape support work, and partner with relevant teams to assess customer and business outcomes.
Lead approved service delivery transitions end to end, including transitions into or out of incubation, between internal teams, and to outsourced partners.
Own transition programs from scoping and business case through readiness, migration, ramp, stabilization, and handoff to long-term operations.
Partner with Workforce Management, Enablement, QA, Support, and other teams on transition plans covering capacity, training, knowledge transfer, quality, tooling, and operational readiness.
Define success measures before transitions and assess customer, quality, capacity, and cost outcomes afterward.
Establish readiness and stabilization criteria to evaluate whether transitions work, not merely whether they launch on time.
Structure ambiguous service delivery questions by identifying the analysis, stakeholders, dependencies, and tradeoffs needed to reach recommendations.
Build repeatable frameworks and approaches to make future service delivery decisions faster, clearer, and more consistent.
Use lessons from transitions to continuously improve how Support evaluates where work should live and how changes should be executed.
Gather evidence, frame tradeoffs, anticipate objections, and build alignment among senior stakeholders without owning the final decision.