About the Opportunity

We are seeking an accomplished Senior Vice President of Member Services to lead the strategy, transformation, and performance of a large-scale member-service organization serving customers across an increasingly sophisticated combination of human and digital channels.

This executive will be responsible for one of the most important relationships within the organization: the relationship between the institution and its members after they choose to do business with us.

That relationship is no longer defined by a single branch, telephone call, or service interaction.

Members expect to move seamlessly between mobile applications, digital banking, contact centers, self-service, messaging, branch or advisory interactions, payment and account servicing, and specialized support teams without repeatedly explaining who they are or what they need.

Creating that experience requires far more than traditional customer-service management.

It requires an integrated operating strategy spanning people, process, technology, data, digital experience, workforce management, risk, compliance, service design, quality, automation, and organizational culture.

The Senior Vice President of Member Services will establish that strategy.

Reporting into executive leadership, this individual will oversee a broad member-services portfolio and develop the operating model required to deliver consistently exceptional service while improving efficiency, member loyalty, employee effectiveness, and organizational scalability.

The SVP will lead through senior leaders and will be expected to create clear accountability across complex service organizations.

Responsibilities may span contact-center operations, digital servicing, member support, escalations, service quality, workforce management, operational performance, service technology, complaint management, and other member-facing capabilities aligned to the organization’s operating model.

The executive will also be a major voice in enterprise transformation.

As artificial intelligence, intelligent automation, conversational interfaces, predictive analytics, and digital self-service continue to reshape financial services, the organization must determine which interactions should become easier through technology and which moments require greater human judgment and empathy.

The objective is not simply to automate more interactions.

The objective is to create a service model where members receive faster answers, fewer transfers, greater consistency, better digital options, and exceptional human support when the situation genuinely requires it.

The successful executive will combine operational rigor with a deep understanding of member behavior.

They will understand the mathematics of service operations—capacity, demand, utilization, service levels, quality, cost-to-serve, first-contact resolution, abandonment, digital containment, and productivity—but will never lose sight of the human experience represented by those metrics.

Ultimately, this role will define what exceptional member service means at enterprise scale and build the organization capable of delivering it consistently.

Essential Duties and Responsibilities

ENTERPRISE MANDATE I — Member Experience Strategy

Establish the enterprise strategy for member service and support.
Define a differentiated member-service proposition aligned with the organization’s brand and business strategy.
Develop multi-year service transformation roadmaps.
Establish clear experience standards across channels.
Identify critical moments across the member lifecycle.
Reduce unnecessary effort within high-volume service journeys.
Develop programs that improve member loyalty, trust, and retention.
Ensure service strategy evolves alongside changing member expectations.

ENTERPRISE MANDATE II — Member Services Operations

Provide executive leadership across large-scale member-service operations.
Establish operating objectives across service functions.
Develop clear accountability for service, quality, productivity, and member outcomes.
Ensure effective operating coverage based on member demand.
Standardize processes where consistency creates value.
Eliminate unnecessary complexity and duplicated work.
Maintain strong operational resilience.
Lead continuous improvement across the service organization.

ENTERPRISE MANDATE III — Contact Center Transformation

Develop the strategic direction for enterprise contact-center operations.
Improve member access across voice and digital channels.
Optimize routing and service models.
Improve first-contact resolution.
Reduce unnecessary transfers and repeat contacts.
Strengthen quality-management programs.
Improve workforce planning and scheduling.
Develop strategies for peak-demand management.
Evaluate contact-center technology and operating models.

ENTERPRISE MANDATE IV — Omnichannel Member Experience

Create a service architecture where members can move naturally between:

Digital banking
Mobile
Web
Voice
Chat
Messaging
Email
Self-service
Branch or physical service channels
Specialized member-support teams

Partner with Technology and Digital leadership to reduce fragmentation between these experiences.

Ensure member context and service history can follow the member appropriately across channels.

ENTERPRISE MANDATE V — Digital Service & Self-Service

Expand effective digital servicing capabilities.
Identify high-volume interactions appropriate for self-service.
Reduce friction in common service journeys.
Improve digital completion rates.
Identify reasons members abandon digital processes.
Partner with Product and Technology on digital-service enhancements.
Ensure digital transformation improves member experience rather than simply shifting operational work to members.

ENTERPRISE MANDATE VI — AI & Intelligent Service Transformation

Establish a thoughtful roadmap for applying AI within member services.

Potential capabilities may include:

Conversational AI
Intelligent virtual assistants
Agent-assist technology
Automated call summarization
Knowledge retrieval
Intelligent routing
Sentiment detection
Quality monitoring
Predictive service
Next-best-action recommendations
Workflow automation
Member-intent classification

Ensure AI deployments maintain appropriate standards for privacy, security, explainability, regulatory compliance, and human oversight.

Measure AI initiatives against improvements in member experience and operating performance—not technology adoption alone.

ENTERPRISE MANDATE VII — Member Loyalty & Retention

Identify service conditions associated with member dissatisfaction and attrition.
Develop proactive retention strategies.
Establish recovery programs for high-risk relationships.
Partner with Analytics teams to understand member behavior.
Identify opportunities to deepen relationships through better service.
Improve resolution of complex or emotionally sensitive member situations.
Ensure service teams recognize when an interaction represents a broader relationship risk.

ENTERPRISE MANDATE VIII — Complaints & Executive Escalations

Establish a disciplined enterprise complaint-management framework.
Ensure significant member concerns receive appropriate executive visibility.
Identify systemic themes across complaints.
Distinguish individual service failures from structural problems.
Develop root-cause remediation programs.
Partner with Compliance, Risk, Legal, Product, and Operations as required.
Maintain appropriate documentation and reporting.
Use complaints as a source of organizational intelligence rather than treating them solely as isolated incidents.

ENTERPRISE MANDATE IX — Workforce Strategy & Organizational Leadership

Lead and develop senior member-services leaders.
Establish organizational structures appropriate for scale.
Develop workforce-capacity strategies.
Improve frontline and leadership productivity.
Establish succession plans for critical positions.
Build leadership-development programs.
Strengthen coaching and performance-management standards.
Develop clear career pathways within member services.
Build a culture of accountability, empathy, and continuous improvement.

ENTERPRISE MANDATE X — Service Economics & Productivity

Own the economic performance of member-service operations.

Monitor and improve:

Cost-to-serve
Productivity
Service levels
First-contact resolution
Average handle time
Repeat-contact rates
Abandonment
Digital adoption
Self-service containment
Workforce utilization
Quality performance
Member satisfaction
Complaint trends

Ensure productivity improvements do not unintentionally damage the member experience.

ENTERPRISE MANDATE XI — Quality & Performance Management

Establish enterprise service-quality standards.
Develop performance scorecards.
Define leading and lagging service indicators.
Implement appropriate quality-assurance programs.
Benchmark performance against relevant industry standards.
Identify performance variation across teams and channels.
Establish corrective-action plans.
Create executive visibility into member-service health.

ENTERPRISE MANDATE XII — Technology & Service Platforms

Partner with Technology leadership on the evolution of platforms supporting member service, potentially including:

CRM
Contact Center as a Service
Digital banking
Knowledge management
Workforce management
Quality management
Case management
Speech analytics
Conversational AI
Member analytics
Workflow automation

Ensure technology investment solves clearly defined member or operational problems.

ENTERPRISE MANDATE XIII — Risk, Compliance & Member Protection

Ensure member-service operations maintain appropriate regulatory and control standards.
Partner with Risk, Compliance, Legal, Information Security, and Privacy teams.
Maintain appropriate controls around member authentication and sensitive information.
Support fraud-prevention and member-protection initiatives.
Ensure complaint and escalation processes meet applicable requirements.
Incorporate risk considerations into service transformation.
Promote a culture where member protection remains integral to service excellence.

ENTERPRISE MANDATE XIV — Executive & Board-Level Reporting

Provide executive leadership with clear assessments of member-service performance.
Present trends involving member experience, operational performance, complaints, digital adoption, workforce productivity, and transformation.
Identify emerging risks.
Develop investment recommendations.
Translate operational data into strategic implications.
Participate in executive planning and operating reviews.
Present to board-level audiences where appropriate.

Job Qualifications and Requirements

15+ years of progressive leadership experience across member services, customer experience, contact centers, financial-services operations, customer care, or comparable large-scale service organizations.
Significant experience leading through senior directors, vice presidents, or comparable leaders.
Demonstrated responsibility for complex, high-volume service operations.
Experience within banking, credit unions, FinTech, insurance, payments, financial technology, or another highly regulated customer environment strongly preferred.
Demonstrated experience transforming large-scale service operations.
Strong understanding of contact-center operating models.
Experience with digital and omnichannel servicing.
Strong understanding of workforce management and capacity planning.
Experience improving member/customer satisfaction and service quality.
Demonstrated financial and operational management capabilities.
Experience developing executive performance scorecards.
Strong understanding of service technology.
Demonstrated experience leading organizational change.
Strong executive communication and presentation capabilities.
Experience partnering with Technology, Digital, Risk, Compliance, Finance, Product, and Marketing.
Bachelor’s degree in Business, Finance, Operations, Management, or a related discipline expected.

Highly Valued Executive Experience

Additional consideration will be given to leaders with experience in:

Credit unions
Retail or digital banking
FinTech
Payments
Insurance
Large-scale contact centers
Digital member transformation
CCaaS platforms
CRM transformation
Conversational AI
Workforce optimization
Member retention
Complaint transformation
Service automation
Branch/service integration
Enterprise transformation

An MBA or comparable advanced degree is valued but not required where substantial executive experience demonstrates equivalent capability.

Personal Capabilities and Qualifications

Member-First Executive Judgment

You understand that member advocacy and strong business performance are not opposing objectives.

Enterprise Leadership

You can create alignment across thousands of decisions without personally making each one.

Operational Intelligence

You can look at service data and recognize where the operating model is failing—not simply where a metric is below target.

Transformation Orientation

You are comfortable redesigning long-established processes when member expectations or technology have changed.

Digital Fluency

You understand how digital platforms, data, automation, and AI are changing service economics and member expectations.

Executive Communication

You can convert operational complexity into clear choices for senior leadership.

Talent Leadership

You develop leaders who can independently run significant organizations.

Financial Discipline

You understand the relationship between service quality, workforce investment, technology, productivity, and cost-to-serve.

Empathy at Scale

You can design operating systems for millions of interactions without forgetting that every interaction involves an individual member.

Strategic Support

As a senior enterprise executive, the SVP of Member Services will influence decisions extending well beyond the traditional boundaries of customer service.

Strategic participation may include:

Enterprise member strategy
Digital transformation
AI strategy
Annual operating planning
Customer/member retention
Product strategy
Branch and channel strategy
Technology investment
Workforce strategy
Financial planning
Operational transformation
Member analytics
Brand experience
Risk management
Organizational design
M&A integration
Service-platform modernization

The SVP will provide an essential voice-of-the-member perspective during enterprise decision-making.

Working Conditions

Executive-level environment with substantial decision-making authority and accountability.
Regular interaction with executive leadership, business-unit leaders, Technology, Digital, Risk, Compliance, Finance, and external partners.
Hybrid or flexible working arrangements may be available depending on organizational requirements.
Domestic travel may be required for operating locations, executive meetings, vendor engagements, and strategic planning.
Occasional international travel may be required depending on organizational footprint.
Regular interaction across geographic regions and time zones may be necessary.
Additional availability may occasionally be required during significant member-impacting events, operational disruptions, or enterprise transformations.
Strict confidentiality is required regarding member information, organizational strategy, financial performance, personnel matters, regulatory information, and executive decisions.

Job Function

Executive Function: Member Experience & Service Operations

Primary Leadership Scope: Enterprise Member Services

Core Areas:

Compensation & Benefits

The anticipated compensation range for this executive position is:

$388,000 – $488,000 annually

Final compensation will consider the scale of prior operational leadership, member/customer population supported, organizational complexity, transformation experience, financial-services expertise, executive leadership scope, geographic considerations, and overall qualifications.

The broader executive rewards package may include:

Executive annual incentive opportunities
Long-term incentive compensation
Equity or equivalent long-term awards where applicable
Comprehensive executive medical, dental, and vision coverage
Retirement savings and employer contributions
Executive financial-wellness programs
Generous paid time off
Flexible or hybrid working arrangements
Executive leadership development
Business travel support
Wellness and family-support programs
Additional executive benefits according to organizational policy

Why Join Us

Member service is sometimes treated as the organization that responds after something happens.

We see it differently.

Member Services is one of the richest sources of intelligence in the enterprise.

Every day, members reveal where products are confusing, where digital journeys break, where processes create unnecessary effort, where trust is strengthened, where relationships are at risk, and where technology can create a dramatically better experience.

The opportunity for this executive is to turn that information into organizational advantage.

You will have the mandate to rethink how human expertise, digital servicing, data, automation, and AI should work together.

You will be able to influence not only how service is delivered, but how products are designed, how technology investments are prioritized, how member relationships are protected, and how the broader organization defines experience excellence.

The transformation will connect:

Member Need → Intelligent Access → Resolution → Trust → Loyalty → Lifetime Relationship

For an executive who has already proven they can operate large service organizations and now wants the opportunity to redefine what member experience can become at enterprise scale, this role offers exceptional breadth, visibility, and strategic impact.

Senior Vice President of Member Services