Leader, Family Care Operations

Thanks for your interest in Success Academy! Running a large, fast-growing, and high-performing network of public charter schools takes a village - families, children, teachers, staff and faculty, advocates, and supporters alike. We are growing fast in New York and expanding to Florida, and we would love to welcome you to our community! We work tirelessly every day to ensure children have access to a fun, rigorous, whole-child education regardless of zip code or economic status. When you join SA, you play a part in giving every student who walks through our doors a fair shot at reaching his or her potential.

About the Role

Success Academy is seeking a highly motivated and experienced leader to serve as the executive owner of our offshore vendor-run contact center, spanning both inbound service and outbound sales/retention functions. This is a strategic leadership role: the Director sets the multi-year vision and operating strategy for the program, owns the P&L, and represents Family Care performance to senior/executive leadership — while also driving the same hands-on accountability for workforce planning, budget management, training and knowledge management, quality assurance, and reporting/analytics to ensure we’re providing excellent service to our families.

The ideal candidate operates comfortably at both altitudes: shaping enterprise-level strategy and stakeholder relationships, and staying close enough to the operational detail to hold a vendor accountable day-to-day. They are equally fluent in service excellence and sales methodology, skilled at managing through a vendor as well as managing direct local staff, and able to translate data into forecasts, budgets, and long-range strategic decisions.

You are comfortable navigating ambiguity, building systems from scratch, and moving complex work forward quickly across functions — without waiting for perfect conditions. This individual will play a critical role in shaping and delivering exceptional experiences for our families at a rapidly growing organization already operating at substantial scale.

Key Responsibilities

Strategic Leadership

Own the multi-year strategic roadmap for the Family Care contact center program — channel strategy, capacity planning, technology investment, and vendor strategy — and secure executive leadership buy-in and investment.

Serve as the executive-level voice of Family Care operations in cross-functional forums, aligning the program with company-wide goals for growth, retention, and customer experience.

Own the program's P&L: full accountability for revenue/retention outcomes (outbound), cost-to-serve (inbound), and overall ROI of the partnership.

Lead contract strategy — renewals, renegotiation, pricing models, and potential expansion or consolidation of partners — in partnership with Legal/Procurement.

Build the business case and roadmap for new capabilities and volume prevention/reduction (e.g., AI/automation, self-service, new channels) that significantly improves the family experience.

Vendor Relationship Management

Serve as the primary point of accountability for the offshore partner's performance across inbound and outbound lines of business.

Manage the relationship, including contract performance, SLAs/KPIs, escalations, and governance cadence (daily/weekly/monthly business reviews, plus executive/quarterly business reviews).

Hold the partner accountable to SLAs, sales/conversion targets, quality standards, and cost commitments.

Act as the final escalation point for operational issues that vendor and internal team cannot resolve independently.

Workforce Management

Own long-term forecasting (LTF) and short-term forecasting (STF) of contact volume across inbound and outbound channels.

Partner with the vendor's WFM team on staffing plans, scheduling, shrinkage, and intraday management to meet service levels and cost targets.

Build and own the annual operating budget for the program; track actuals vs. budget and forecast variance, and report on budget health to finance/executive leadership.

Model staffing scenarios for seasonality, campaign launches, and volume spikes (inbound) or outbound pushes.

Training & Knowledge Management

Set the training strategy and curriculum standards for new hire onboarding, ongoing skill development, and cross-training between inbound and outbound functions.

Own the knowledge management strategy — ensuring the knowledge base, scripts, playbooks, and process documentation stay current, accurate, and scalable.

Partner with the vendor's training team to certify agents on service standards and sales/persuasion techniques.

Quality Assurance

Define and own the QA framework, scorecards, and calibration process across inbound (service quality, resolution, empathy) and outbound (compliance, sales technique, persuasion effectiveness).

Lead regular calibration sessions with the vendor's QA team to ensure consistent scoring standards.

Use QA insights to drive coaching priorities, process improvements, and, where needed, structural changes to the program.

Reporting & Analytics

Own the reporting infrastructure and KPI framework: service level, AHT, FCR, CSAT/NPS, conversion rate, sales per hour, cost per contact, occupancy, attrition, and more.

Deliver regular performance readouts to executive leadership, translating data into actionable insights, risks, and strategic recommendations.

Identify trends, root causes of performance and process gaps, and opportunities for improvement, and drive change FAST to significantly improve the family experience.

Sales & Service Leadership

Bring deep expertise in outbound sales/persuasion methodology (e.g., objection handling, closing techniques, script optimization) to drive conversion and revenue outcomes.

Bring equally deep expertise in inbound service excellence (empathy-driven service, de-escalation, first-contact resolution) to protect customer satisfaction and retention.

Set the strategic balance of resourcing and investment across both functions based on enterprise priorities, and adjust that balance as business needs evolve.

People & Stakeholder Leadership

Build and lead any internal team supporting the program (e.g., WFM analysts, QA specialists, vendor managers), setting goals and developing talent.

Build trusted relationships with senior stakeholders across the organization to ensure the Family Care strategy is understood and supported at the leadership level.

Represent the program in executive-level updates as needed.

Required Qualifications

10+ years of progressive experience in call center/contact center operations, with substantial exposure to both inbound service and outbound sales.

5+ years managing or owning an outsourced/offshore BPO vendor relationship at a strategic level (contract negotiation, executive governance).

Demonstrated experience owning workforce management (forecasting, staffing, budgeting) and full P&L for a contact center operation of significant scale.

Experience building and running QA programs across service and sales functions.

Track record of presenting performance data and strategic recommendations to executive leadership or boards, and influencing enterprise-level decisions.

People leadership experience, including managing managers or analysts.

Preferred Qualifications

Experience managing a blended inbound/outbound program of comparable or larger size.

MBA or equivalent advanced degree.

Six Sigma/process improvement certification.

Expected Skills

Strong quantitative/analytical skills; comfortable building forecasts, budgets, and performance dashboards, and translating them into strategic narrative.

Deep knowledge of contact center KPIs and WFM principles (LTF/STF, shrinkage, occupancy, SLA modeling).

Proven sales/persuasion acumen and coaching ability for outbound teams.

Proven service excellence, orientation, and coaching ability for inbound teams.

Strong vendor management and contra