Senior Manager, Network Operations

You manage two different kinds of leaders. Four Regional Network Managers each own thecomplete supply picture in their geography, drivers and agents alike, and are accountable fortheir region's overall health. Two Agent Leads each own agent-specific execution, onboarding,performance conversations, and (jointly with you and Procurement) deactivation, across tworegions apiece. Your job is to make sure standards, tooling, and escalation protocols work thesame way across all six of them, and that friction between the RNM and Agent Lead structurenever becomes the network's problem. This role sits at an intersection that's new to the org: RNMs are accountable for outcomes they don't personally execute on the agent side, and Agent Leads execute without owning the regionthey're executing in. When that split works, neither side notices the seam. When it doesn't,that's yours to fix. The most predictable version of this: an Agent Lead covers two regions, and
both RNMs need their attention at once. That's not a rare edge case, it's a structural feature ofthe dotted-line model, and the default answer is you decide the priority when the two RNMs
can't work it out themselves.You are also one of three required parties, alongside the relevant Agent Lead and Procurement,on every agent deactivation decision. This isn't a rubber stamp: a deactivation has realconsequences for regional coverage, and someone with visibility across all four regions needsto be in that decision, not just the person closest to it.

Manage the Regional Network Manager and Agent Lead Teams

• Directly manage the four Regional Network Managers, owning cross-regional consistency inperformance standards, tooling, and escalation protocols
• Directly manage the two Agent Leads, making sure the two-region split is working,workload is balanced, and agent execution is consistent across all four regions
• Coach and develop both groups differently RNMs need broad, general-manager judgmentacross a full region; Agent Leads need deep, specific judgment on agent performance andthe harder conversations that come with it
• Resolve misalignment between an RNM and the Agent Lead covering their region before itbecomes the network's problem
• Own prioritization when the two RNMs sharing an Agent Lead both need their attention atthe same time this is a structural, recurring tension with the dotted-line model, not anoccasional exception, and the default is that you decide when the RNMs can't resolve itbetween

Own Agent Deactivation Decisions

• Serve as one of three required parties, with the Agent Lead and Procurement, on everyagent deactivation decision, bringing the cross-regional and operational perspective anindividual Agent Lead may not have
• Ensure deactivation decisions are documented consistently and held to the same standardacross all four regions, not decided differently region by region
• Escalate to the VP only when a deactivation carries strategic or account-level risk beyondthe region it affects

Serve as the Operational Escalation Point

• Serve as the escalation point for Regional Network Managers on cross-regional issues ordecisions that exceed their authority
• Serve as the escalation point for Agent Leads on issues that cut across more than oneregion or require senior management-level judgment
• Stay aligned with the Senior Manager of Network Enablement so recruiting pipelines andtraining programs reflect regional demand across all four regions.

Partner on Strategic and Cross-Functional Work

• Partner with the VP on capacity planning, org design, and strategic initiatives for Network Operations
• Partner with the Director, US Network Solutions during the build phase of new strategic accounts or capabilities, representing what RNMs and Agent Leads actually need to execute cleanly once something is handed off a bad handoff is a failure regardless of how good the deal was
• Coordinate with the Lead, US Network Strategy & Operations so the data and scorecardmethodology RNMs and Agent Leads depend on is consistent and trustworthy across thenetwork

• 2-5+ years of experience in network operations, field operations, or multi-site operationsleadership, with people-management experience across more than one function or teamtype
• Experience managing managers, not just individual contributors comfortable coachingleaders who each own a full geography as well as leaders who own a specialized, narrowerfunction
• Comfortable being one of three decision-makers on a consequential call rather than thesole decision-maker shares authority well without diluting accountability
• Comfortable making a fast, sometimes unpopular prioritization call between two peers whoeach think their need is more urgent this happens routinely with a shared Agent Lead,and defaulting to indecision or letting it resolve itself is not an option
• Strong operational judgment you can tell the difference between a regional issue thatshould stay with the RNM and a cross-regional issue that genuinely needs seniormanagement-level intervention
• Experience partnering with a strategic or business-development-style function receivinghandoffs of new capabilities or accounts, and translating them into operational reality onthe ground
• Clear, direct communicator, comfortable resolving disagreements between peers whoreport to you and who may see a shared problem differently
• Bachelor's degree in a related field, or equivalent practical experience

2026

Performance standards, tooling, and escalation protocols are consistent across all four regions.RNMs and Agent Leads report a clear, well-functioning working relationship with each other,not friction that routes to you by default. Agent deactivation decisions are documentedconsistently and held to the same bar across all four regions. Handoffs from Network Solutionsland cleanly, RNMs and Agent Leads report feeling equipped, not blindsided, by newcapabilities or accounts.

2027

The RNM and Agent Lead structure is running with enough maturity that it no longer requiresyour active mediation to function well. Cross-regional consistency in standards and quality ismeasurably improved. You are spending more time on capacity planning and strategicpartnership with the VP and Network Solutions than on resolving day-to-day friction betweenyour direct reports.

Build individual working relationships with all four Regional Network Managers and both AgentLeads. Get fluent in how the RNM and Agent Lead structure is actually working today, wherethe seams are clean and where they're not. Sit in on at least one agent deactivation decision tounderstand how that three-way call is functioning in practice. Build a working relationship withthe Director, US Network Solutions and the Lead, US Network Strategy & Operations.

Performance standards and escalation protocols are consistent and well understood across allsix direct reports. You have a track record on agent deactivation decisions that RNMs, AgentLeads, and Procurement trust. At least one Network Solutions handoff has gone throughcleanly with your involvement from early in the build. The VP sees you as the person keepingregional execution consistent, not just the person four RNMs happen to report to.

• Department: Network
• Reports to: VP, US Network
• Location: Remote (U.S.), with periodic travel to support regions and cross-functionalhandoffs
• Direct reports: 4 Regional Network Managers, 2 Agent Leads (6 total)

• Salary range: $115K - $125K
• High-quality health, dental, and vision plan options
• Open PTO
• 401K with company match