Senior Manager, Vestwell Service Center

Vestwell•Scottsdale, AZ

1d•Hybrid

About The Position

Vestwell is seeking a Senior Manager to lead its 529 and ABLE Service Center team. This role is crucial for scaling the service operation intelligently, ensuring team efficiency, support, and excellent customer experience. The Senior Manager will directly manage a team of approximately 10 employees, focusing on operational capacity, team development, and product enhancements to simplify service operations. The ideal candidate will have 4-7 years of experience leading service or operations teams in a regulated environment, with a proven track record of improving efficiency and leveraging technology and process to reduce friction. This role requires collaboration with Service Center leadership, QA & Training Manager, IRA team, relationship managers, and the product organization to ensure the 529 and ABLE service experience aligns with Vestwell's growth.

Requirements

4–7 years of experience managing a service or operations team, ideally in a regulated, high-volume environment.
Demonstrated ability to improve operational efficiency — you can point to a specific metric, ratio, or process you improved and explain how.
Strong analytical skills and comfort using data to identify trends, build a case, and track outcomes.
Experience working with a Product team — you understand how to translate operational pain into a clear Product conversation.
Management experience: setting expectations, developing talent, and managing performance thoughtfully and fairly.
Excellent written and verbal communication skills, with the ability to present clearly to both front-line teams and senior leadership.
Comfort building structure in ambiguous environments — you can create process where little exists today.

Nice To Haves

Knowledge of 529 and/or ABLE programs.
Experience in fintech, financial services, or another regulated consumer-facing environment.
Familiarity with workforce management, capacity planning, or service analytics tools.
Experience developing team leads or supervisor-level roles from individual contributors.

Responsibilities

Directly manage approximately 10 coordinators handling 529 and ABLE program inquiries, ensuring consistent, high-quality service delivery.
Set clear performance expectations, KPIs, and quality standards, and provide ongoing coaching, feedback, and development.
Partner with the QA & Training Manager to ensure coordinator development is data-driven and coaching is targeted and effective.
Identify and develop high performers into future team lead and supervisory roles, building organizational depth over time.
Participate in escalations alongside relationship managers, peers, and leadership when needed, using those interactions as feedback loops to improve processes and reduce recurrence.
Own the funded accounts-to-FTE ratio for your team and actively manage toward improvement as the business grows.
Identify opportunities to reduce handle time, increase first-contact resolution, and eliminate repeat contacts through process and workflow improvements.
Build and maintain capacity models that give leadership clear, data-backed visibility into staffing needs across growth scenarios.
Partner with Regina and finance to model how the team should scale as new business is added — with a focus on doing more with the right people, not simply more people.
Champion a culture of continuous improvement and accountability within your team, connecting day-to-day operations to Vestwell’s mission.
Represent the 529 and ABLE customer and coordinator voice in product planning conversations, grounded in structured data on contact drivers, error patterns, and resolution friction.
Distinguish between isolated issues and systemic problems, and bring prioritized, well-supported enhancement requests to the product team.
Come to product conversations prepared with contact volume by category, error rates, estimated deflection impact, and a clear point of view on priority.
Track the impact of process and product changes over time, and report back to leadership and product with findings.
Establish clear performance standards and differentiate coaching and development investment based on individual needs and potential.
Identify performance gaps early, document fairly, and partner with HR to manage improvement plans with care and consistency.
Ensure strong performers have visible growth paths and feel invested in.
Partner with HR on succession planning and role design as the team evolves.
Own a regular operational dashboard covering contact volume, handle time, first-contact resolution, error rate, and coordinator utilization.
Present findings to Regina in a format she can act on and share with senior leadership.
Track the impact of process and product changes over time, and use data to inform future recommendations.