VP, UW Operations Service Management

With a company culture rooted in collaboration, expertise and innovation, we aim to promote progress and inspire our clients, employees, investors and communities to achieve their greatest potential. Our work is the catalyst that helps others achieve their goals. In short, We Enable Possibility℠. The VP, Operations Service Management (OSM) is responsible for building and leading the enterprise capability that defines, manages, and improves service performance across Underwriting Operations, IT, and business functions. Primary Accountability Establish and scale a service management operating model that drives clear ownership, measurable performance, and reduced operational disruption across UW Operations. This role serves as the enterprise control point for service performance, ensuring: Clear service ownership and accountability Standardized intake, triage, and escalation Transparent performance management (SLAs/KPIs) Disciplined root cause resolution and continuous improvement Reporting Line This role reports to the Head of Underwriting Operations and operates as a core member of the UW Operations leadership team. Scope The role governs end-to-end service performance across underwriting workflows, operational processes, and technology-enabled services, including: Underwriting process breakdowns Operational execution issues Technology-enabled service disruptions The role does not directly own service delivery teams, but enforces accountability, prioritization, and resolution outcomes across Ops, IT, and Business stakeholders. Enterprise Leadership Expectation Acts as a key extension of the Head of UW Operations, with enterprise leadership responsibilities that expand as the OSM capability matures. KEY RESPONSIBILITIES 1. Establish the Service Management Operating Model (OWNERSHIP) Define and implement: Enterprise service taxonomy and ownership model Issue classification, severity, and prioritization standards Intake, triage, and escalation workflows Establish clear boundaries of in-scope services Standardize how service issues are captured, routed, and managed 2. Drive Service Performance & Accountability (ACCOUNTABILITY) Own enterprise service performance outcomes, including: SLA attainment Time-to-resolution Reduction in repeat incidents Establish and manage SLAs and KPIs across services Hold functional leaders accountable through governance and transparency Lead priority-setting and trade-off decisions across competing demands 3. Lead Service Issue Resolution & Root Cause Discipline (EXECUTION CONTROL) Own enterprise service issue governance (triage forums, service reviews) Ensure issues are: Clearly defined and prioritized Assigned with explicit ownership Resolved within expected timelines Enforce root cause analysis (RCA) discipline Drive closed-loop resolution to eliminate recurring issues 4. Build and Scale the Service Performance Function (TEAM MODEL) Stand up a lean, central OSM function focused on: Governance and orchestration Performance reporting and analytics Workflow and data instrumentation Leverage embedded resources across UW Ops, IT, and Business Partner with IT to enable tooling, automation, and visibility 5. Orchestrate Cross-Functional Execution (INFLUENCE + AUTHORITY) Act as the integration layer across Operations, IT, and Business Align stakeholders on: Backlog prioritization and sequencing Escalation and resolution paths Trade-offs between delivery, stabilization, and performance Escalate and resolve cross-functional conflicts impacting service performance 6. Establish Governance & Decision-Making Rhythm (OPERATING MECHANISM) Implement and lead: Operational triage forums (decision-focused) Weekly service performance reviews Monthly executive health reviews Ensure governance forums drive decisions, actions, and accountability—not just reporting 7. Drive Execution Discipline & Behavior Change (CHANGE LEADERSHIP) Establish consistent standards for: Communication Prioritization Ownership and follow-through Reinforce a culture of: Accountability Transparency Continuous improvement Drive adoption of service management practices across UW Ops, IT, and Business 8. Enterprise Leadership & Deputy Scope Act as a strategic partner to the Head of UW Operations on: Operating model evolution Performance priorities Execution planning Provide leadership coverage in defined forums, including: Operating reviews Escalation decision-making Cross-functional initiatives Lead enterprise initiatives beyond OSM that improve end-to-end UW Operations performance Serve as a senior escalation authority for complex, cross-functional service issues Support development and execution of the future-state UW Operations operating model Experience 10–15+ years in operations, service management, or operational excellence Proven experience driving enterprise-level performance improvement across Ops + IT + Business environments Demonstrated success in: SLA/KPI design and performance management Incident/service management Root cause analysis and structural improvement Operating model design and implementation Capabilities Enterprise prioritization & trade-off management — able to balance competing demands and drive clear decisions Cross-functional leadership — influences and aligns senior stakeholders without direct authority Operating model design — builds scalable governance, accountability, and performance systems Conflict resolution — navigates tension across UW, IT, and Ops to drive outcomes Data-driven decision making — uses metrics to drive accountability and performance outcomes Leadership Traits Drives accountability in complex, matrixed environments Operates at both strategic and execution levels Builds structure and discipline without unnecessary bureaucracy Bias toward action, speed, and measurable outcomes Comfortable operating with enterprise-level visibility and infl