layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

Senior Customer Experience (CX) Manager at Tecovas | LAYIQ

Service as a growth driver
Build the case, and then the capability, for Customer Experience to contribute measurable revenue — not by turning representatives into telemarketers, but by putting expert help where it changes the outcome: fit and sizing guidance before a purchase, follow-up inside the return window that turns a refund into an exchange, care and replenishment outreach, and live help on high-intent visits.
Own the measures that prove it — contact-influenced revenue, exchange-to-refund mix, return rate, and repeat purchase rate among customers we've reached — and defend them with Finance and Ecommerce.
Partner with Ecommerce, Marketing, Merchandising, and Retail to place Customer Experience inside the customer journey rather than at the end of it, including handing a customer to a store when a fitting is the right answer.
Protect the relationship while you do it. Hospitality is the product and revenue is the result, never the other way around. A program that trades customer trust for a short-term number is the wrong program, and you're expected to say so.
VIP and high-value customer service
Design the VIP program from a blank page using the Senior CX Representative team we recently created: the segment, the service model, the staffing, the standards, and the business case for what differentiated service costs and returns.
Treat it as the proving ground for the commercial thesis, and partner with Ecommerce, Marketing, and CX Operations so VIP service connects to loyalty rather than sitting beside it.
Use the program as a career step for the frontline: a tier people can earn their way into.
Service delivery and escalation
Own service performance across every contact channel — response time, resolution time, quality, and schedule adherence — and the operating rhythm that holds it steady.
Own the escalation path for issues that reach executive visibility, including the service relationship with our retail field teams.
Lead delivery readiness for peak season, launches, and promotions, and own the outcome rather than the checklist.
Organization design and people leadership
Own the structure of the frontline organization: span of control, lead-to-representative ratios, tiering, and full-time to part-time mix. Change it when the business changes.
Build the management layer beneath you. Develop Team Leaders into managers, and own the bench that makes the next round of promotions possible.
Own hiring strategy, leveling, career paths, performance management, and succession planning for the frontline team.
Deputize for the Director of Customer Service.
Labor budget, payroll, and compliance
Own the Customer Experience labor budget and the cost per contact for in-house delivery. You are accountable for actuals against plan, not just for reporting them.
Partner with CX Operations to translate the demand forecast into a defensible headcount and hours plan, and find the structural cost improvements that don't trade away service quality.
Own department payroll — timekeeping, overtime, PTO, and pay-period close — and the wage-and-hour compliance posture across a multi-state remote workforce, partnering with the People Team as requirements shift.
Cross-functional leadership
Act as the Customer Experience decision-maker with Ecommerce, Retail Operations, Supply Chain, and the People Team. Own the tradeoffs rather than routing them upward.
Bring quantified customer insight into product, policy, and site roadmap conversations, and represent Customer Experience in Retail leadership forums and executive reviews.
Experience we’re looking for: 8+ years in customer service or contact center operations, including demonstrated experience managing managers. Direct-to-consumer retail or ecommerce background preferred.
Previous experience leading an organization of comparable scale through a layer of supervisors or leads.
Ownership of a labor budget or cost-to-serve target, with personal accountability for the number.
Experience designing or restructuring a frontline organization — levels, spans, and career paths — not just staffing an existing one.
A track record connecting a service organization to commercial outcomes — assisted selling, clienteling, save-the-sale, or proactive lifecycle outreach — with credible measurement behind the claim.
Experience standing up a differentiated service program for high-value customers, including the business case behind it.
Experience planning for pronounced seasonality across peak, launches, and promotional surges.

Senior Customer Experience (CX) Manager

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