Senior Lead, Marine Performance

Royal Caribbean Cruises Ltd•Miami, FL

2d•Onsite

About The Position

Royal Caribbean Group’s Global Marine Operations (GMO) oversees one of the world’s leading cruise fleets — 80 ships across five brands, operating around the clock in every corner of the globe. Making that operation run with consistency and purpose requires more than good intentions. It requires infrastructure — the cadences, measures, and accountability mechanisms that turn strategy into execution. The Senior Lead, Marine Performance is part of the team that builds and runs that infrastructure. Working within the Marine Management and Performance function, this role owns a defined set of stakeholder relationships — serving as the primary working-level contact for assigned brand marine teams and / or a set of GMO functions. The brand marine teams are also an essential control point for connections with organizations outside of GMO (e.g., brand hotel operations, Newbuild). Every person on the team operates within the same operating system; each brings it to life for their part of the organization. This is an execution-focused role. Strategy is set at the leadership level. The mandate here is to ensure it lands — that goals are clearly defined, ownership is assigned, progress is tracked, and attention is directed where it is needed. The Senior Lead interprets the signals the performance system surfaces, understands their significance, and works with the right people to drive action. Ultimately, this work provides leadership with the visibility it needs to make fast-paced decisions, adjust priorities, and adapt strategies over time. A person in this role needs to be organized, highly collaborative, and motivated by being at the center of how an organization operates. They will need to collaborate with subject matter experts from disparate disciplines, interpret their needs, translate them into value, risk, and financial terms, and then concisely communicate them to various executive stakeholders from other disciplines. They are developing their management career and bring genuine intellectual curiosity about what high-performing organizations look like and how they are built.

Requirements

A person in this role will need to be organized, intellectually curious, and highly collaborative. They are motivated by being at the center of how an organization operates, they take ownership of what they commit to, and they bring a genuine interest in developing their management capability. Domain expertise in marine is not a prerequisite — the right professional foundation and mindset are.
Execution orientation. A track record of translating direction into results — breaking work into clear steps, assigning ownership, tracking progress, and following through to completion. Comfortable with structured rhythms and operating cadences as the foundation for reliable delivery.
Cross-functional executive stakeholder capability. A natural ability to build effective working relationships across levels and functions. Must be able to interpret the needs of executive stakeholders across disciplines, translate them into business value, then communicate them to executives of other disciplines. Communicates clearly, keeps the right people informed, and understands that credibility is built through consistent follow-through and quality of engagement.
Analytical curiosity. Comfortable working with performance data and indicators to understand what is happening and what it means. Does not require specialist technical skills — requires the discipline to ask the right questions of what the information is showing and to act on the answers.
Structured thinking. Able to bring clarity to complex or ambiguous situations — organizing information, identifying what matters, and communicating it in a way that enables decisions. Writes and presents with precision and purpose.
Collaborative by nature. Performs best in a team environment where the operating model is shared and consistency matters. Actively contributes to the collective effectiveness of the function, not only to individual areas of responsibility.
Commitment to developing management capability. A genuine interest in what good organizational management looks like in practice — in building the systems, habits, and accountability structures that allow an organization to perform consistently. Brings intellectual curiosity and ambition to a role that is as much about how work gets done as what gets done.
Bachelor’s degree required

Nice To Haves

Domain experience. Experience in marine, cruise, or a comparable operating environment is an advantage but not a requirement.
MBA or advanced degree a plus.

Responsibilities

Operate the performance system for an assigned set of stakeholders. Execute the shared cadences, accountability mechanisms, and performance rhythms of the Marine Management and Performance team for assigned brand marine teams and / or GMO functions. Maintain the operating system with discipline and consistency, and make it straightforward for stakeholders to engage with.
Serve as the working-level connection to assigned executives. Act as the primary point of contact between the Marine Management and Performance team and the executive leaders of assigned brand marine teams and / or GMO functions. Keep priorities visible, track commitments, surface progress and blockers, and ensure continuity between GMO direction and brand execution.
Interpret performance signals and drive action. Work with the Business Intelligence Lead to understand what the dashboards and performance indicators are showing. Identify where in the program attention or intervention is needed and bring that assessment clearly to the right stakeholders rather than waiting for issues to escalate.
Contribute to the development of the operating infrastructure. This team is building something, not only running it. Contribute to the design and refinement of cadences, intake processes, goal-setting mechanisms, and accountability tools as the function matures. Bring observations from stakeholder relationships back into how the system is developed and improved.
Support annual planning and goal-setting cycles. Coordinate the operating plan process for assigned areas — working with stakeholders to ensure goals are clearly defined, owned, properly resourced, and connected to broader GMO priorities. Track progress through the year and identify where plans require adjustment.
Produce clear, decision-ready output. Prepare updates, tracking reports, and briefing materials that give leadership and stakeholders an accurate picture of where things stand. Output should be concise, well-structured, and oriented toward enabling decisions rather than simply reporting activity.
Operate as part of a cohesive team. The individuals on this team serve different stakeholder relationships but share a common operating model. Bring what is working in assigned relationships back to the broader team and apply collective learning consistently across all areas of responsibility.