The role

You will own customer experience across TMRW's direct-to-consumer brands.

For a set of brands, you will run the function directly — the team, service levels, agent partners, quality, escalations and the daily operating rhythm. Across the wider portfolio, you will own the standard: the playbook, the metric definitions, the tool stack, the quality framework, and a reporting layer that allows any brand to be compared with another on the same basis.

The work is inherently cross-functional. What brings a customer to us rarely originates inside customer experience alone — it runs through logistics, technology, communications and merchandising. A significant part of the role is diagnosing clearly, quantifying the impact, and partnering with the owning function to resolve it at source.

Why this role

Most customer experience roles give you one of two things: a queue to run at a single brand, or a standards remit with no operation underneath it. This one has both. You will run the function day to day for a set of brands — close enough to see what a fix does to the numbers within a week — and own the standard that carries across the rest of the portfolio.

How you work

- You read customer contact as a signal about the business, not only as a workload to staff for.
- You would rather publish one number everyone trusts than several that flatter.
- You can defend every number you have claimed — how it was derived, what the base was, and what else moved at the same time.
- You judge automation on the experience it delivers, not only on what it deflects.
- You arrive with the diagnosis and the owner, not just the escalation.
- You are comfortable with ambiguity — you build the process rather than wait for it.
- You take ownership past the boundaries of the role when something important is broken.

What you will own Customer experience operations For the brands you run directly — day-to-day support across chat, email, voice, WhatsApp and social. Staffing and shift coverage, answer rates, resolution service levels, and escalation handling.

Agent partnerships For the brands you run directly — partner selection, commercial terms, service level governance, quality oversight and transitions. Agent capacity is largely outsourced; the outcome is owned here.

Automation and tooling

Across the portfolio — conversational AI and bot platforms, ticketing, social and calling tools. Platform consolidation and per-contact economics, working with technology to deliver outcomes through them.





Standards and governance

Across the portfolio — ticket taxonomy, metric definitions, quality and audit framework, dashboards, SOPs and response libraries, applied consistently across brands.

Voice of the customer

Across the portfolio — Net Promoter Score programmes, uninstall and exit surveys, app store sentiment, and ticket-led root cause analysis, routed to the teams that can act on it.

Key responsibilities

Reduce customer contact at source. Treat contact volume as a signal rather than a workload. Identify the underlying drivers, size them, and work with the owning function to remove them — alongside, not instead of, improving how well contacts are handled.

Work across the portfolio rather than one brand at a time. Similar drivers recur across brands at different stages of maturity. Diagnose once, address in parallel, and build shared capability so each brand benefits from what the last one learned.

Own the metrics and their definitions. Publish contact rate per order, customer satisfaction by channel, bot satisfaction, Net Promoter Score, first-contact resolution, response and resolution service levels, and app ratings. Keep definitions consistent across brands and periods, and be clear about what has genuinely improved and what has not.

Set the automation bar. Automation carries a growing share of contacts. Hold deflection and customer satisfaction together as a single question, and be deliberate about which queries should always reach a person.

Manage partners commercially. Negotiate per-contact and per-seat economics, govern service levels, and plan vendor transitions with adequate overlap and transparent knowledge transfer. Consolidate tooling where fragmentation is not earning its cost.

Build quality as a system. Attribute dissatisfaction to its source — agent, process, technology or customer — and convert the pattern into coaching, process change or engineering work. Own sampling, audit cadence and training capacity.

Partner with senior stakeholders. Present regularly to brand leadership and functional heads with a clear diagnosis, a named owner and a specific ask. Own escalations,



including the difficult ones, and build the credibility that makes the standard worth adopting.

Lead and grow the team. Four in-house leads covering operations, quality and training report to you, alongside the agent teams run by our partners. Set the bar for who joins, run real development plans, and build a bench that can hold the standard without you in the room.

This is a hands-on role. You will be in the ticket data, in vendor reviews and on escalations yourself, not only directing them.

What we are looking for

- Six or more years of experience, with at least four in customer experience or support operations
- Direct people management of support teams — in-house, outsourced, or both, as their reporting manager
- Experience in a direct-to-consumer or e-commerce business — you understand the post-purchase journey and where it breaks down
- Consumer contact centre depth at scale , across chat, email, voice, WhatsApp and social
- End-to-end ownership of vendor or BPO relationships — selection, commercials, service level governance, quality, and at least one transition you have led
- Strong data fluency — comfortable sizing contact drivers yourself and working directly in dashboards and ticket analytics
- A track record of driving change through teams that do not report to you
- Experience building quality systems — audit frameworks, sampling, coaching loops and dissatisfaction attribution
- Excellent written and verbal communication — clear analysis, sharp documents, and a case that holds up in front of a senior audience
- Confidence with senior stakeholders — you hold your position with evidence rather than deferring to the most senior view in the room

Good to have

- Fashion, apparel or another category where sizing, exchanges and returns are material
- Exposure to India-specific commerce realities — cash on delivery and return-to-origin behaviour, tier-2 and tier-3 buyer expectations, quick-commerce delivery norms
- Experience running customer experience for more than one brand or business unit simultaneously
- Hands-on experience deploying conversational or agentic AI, with a clear view of its limits as well as its gains
- A demonstrable example of eliminating a contact driver at source, with the impact quantified
- Familiarity with cost-to-serve as an operating lever — per-contact cost, concurrency, tooling consolidation
- Experience establishing customer experience for a new brand or market

📌 Lead- Customer Success (7+Yrs) (Bengaluru)
🏢 TMRW House of Brands
📍 Bengaluru