SVP, Area Market Performance

Optimum•New York, NY

4d•$242,760 - $346,800

About The Position

The SVP owns the holistic performance of the field and is accountable for connecting the levers that determine market outcomes (community engagement, construction, network maintenance, marketing execution, and sales channel performance) into one operating rhythm. In close partnership and alignment with the functional authority from HQ, the SVP will own execution, consistency, and accountability for how those functions land in every market. The SVP is the connective layer between HQ strategy and field reality: translating national programs into local execution, surfacing systemic field issues before they show up and ensuring the 5 VP GMs are managed, developed, and held accountable as a single high-performing team. The focus will be on market-level performance across financial, subscriber, area penetration, and operating goals. This leader will use analytical, financial, and enterprise leadership skills to identify growth opportunities, strengthen sales execution, prioritize investments, and deliver measurable financial results.

Requirements

15+ years in operations, general management, or field leadership within telecommunications, broadband, or a comparable multi-site consumer business; direct P&L or business-unit ownership required.
10+ years of experience leading operational performance, financial performance, analytics-driven growth, or business transformation, with a proven record of delivering against business plans, targets, and market growth objectives strongly preferred.
Prior experience managing a portfolio of markets or regions through other leaders (not just an individual market), with demonstrated ability to standardize execution without over-centralizing decision-making.
Track record of operating cross-functionally at a senior level — able to hold HQ functional leaders (i.e.: Construction, Marketing, Network) accountable as a peer, without formal authority over their organizations.
Experience managing organizational change tied to a restructure or operating-model shift; comfort operating in a structure that is actively being defined rather than fully mature.
Strong people leadership; this role's primary lever is the performance of the VP GMs, not individual contributor execution.

Responsibilities

Own the consolidated view of business performance across all markets as a single operating scorecard
Identify which underperformance patterns are local/market-specific versus systemic across OMS, and direct the appropriate fix at the appropriate level.
Run a consistent operating cadence (weekly/monthly business reviews) across all markets to drive discipline, surface risk early, and keep HQ leadership informed with one clear narrative rather than five varying updates.
Serve as the primary point of coordination between the VP GMs and the HQ functions that drive market performance like Government Affairs, Construction, Marketing, Product and Network Maintenance.
Directly arbitrate market-level prioritization conflicts in construction sequencing and maintenance backlogs, ensuring capital and resources flow to the highest-impact work across markets.
Ensure marketing programs and national campaigns are executed with fidelity and consistency at the local level, channeling field insight back to HQ Marketing without diluting brand or pricing discipline.
Build and enforce a single execution playbook across all markets so that best practices developed in one market are captured and deployed everywhere, rather than staying local.
Establish shared standards for how each market manages the interplay between sales performance, install timelines, and network reliability
Monitor and correct variance in how national programs and standards are being interpreted or executed differently across markets.
Directly manage, coach, and develop the VP General Managers, holding them accountable to a consistent leadership and performance bar.
Build bench strength and succession depth across the VP GM layer; assess whether current GM profiles are suited to an expanding scope of accountability.
Model and reinforce a business-owner mindset in the VP GM population thinking beyond the direct sales-channel scope and towards total market outcomes.
Partner with Construction, Data & Analytics, Customer Operations, Finance, Government Affairs, Human Resources, Marketing, Product, Network, and Finance leadership as a peer, representing field reality and constraints in national planning without becoming an adversarial layer.
Provide the field's voice in shaping national strategy and capital allocation decisions before they're finalized, not after.