Lean Business Partner (Staff Customer Experience)

Job description

Overview Expert Network Operational Excellence is the single-threaded owner of service quality outcomes across Expert Network. It consolidates Continuous Improvement, Business System Analysis, Automation, and the Quality / Lean Management System platform into one organization accountable for driving down customer experience defects and building the capabilities to sustain quality at scale. The Service Quality Team Sits At The Heart Of This Organization. We Are The Outcome Owners — Responsible For Identifying Defects, Prioritizing Them Against Measurable Outcomes, And Driving The Initiatives That Eliminate Them. We Operate Through a Metric Architecture Anchored To Three Customer-facing Outcome Pillars: • Full Resolution Score (FRS): Are we resolving customer contacts? AI-read across every contact from the customer's perspective. • Service Quality Score (SQS): Are we meeting the quality standard in every interaction? AI-scored across ~100% of interactions. • Defects Management : Are we identifying and fixing friction that accumulates into outlier customer experiences? Every defect this team works earns its place on the roadmap by demonstrating a measurable connection to one of these three outcomes. We stop chasing operational events for their own sake and prioritize by customer impact. **Role Overview** The Staff Service Quality Lead role is a senior individual contributor position responsible for end-to-end ownership of defect reduction initiatives across Expert Network. You will serve as a single-threaded driver for specific defect domains, designing the detection and measurement approach, building the improvement roadmap, implementing solutions in partnership with Business System Analysis and Virtual Expert Platform teams, and validating that the work actually moves the outcome metrics. This role bridges the analytical rigor of Lean & Six Sigma Black Belt with the customer quality focus of a modern contact center operation. You will translate friction taxonomy insights and DPMO (Defects Per Million Opportunities) data into prioritized action, and hold cross-functional partners accountable for their share of the quality outcome — including Service Delivery, Training, Partner Management, Product, and Platform Teams. **Responsibilities** 1 Defect Identification & Prioritization • Analyze key KPI’s such as Full Resolution Score (FRS), Service Quality Score (SQS), tNPS and distressed customer signals to identify service quality defects and map them to outcome impact • Build and maintain defect funnels for assigned domains — quantifying defect volume, severity, and their contribution to outcome degradation • Apply Lean and Six Sigma tools (Root Cause Analysis, Control Charts, VOC, VSM etc.) to move from symptom to root cause within the support experience • Prioritize the defect backlog using a friction taxonomy framework, ranking initiatives by customer impact rather than operational convenience 2 Initiative Ownership, Execution & Outcome Delivery • Own the full lifecycle of assigned defect reduction initiatives — from scoping and hypothesis through implementation and outcome validation • Instrument leading indicators beneath each outcome metric — tracking defect rates as DPMO against a standard opportunity so they ladder directly to FRS, SQS, and distress outcomes • Build and maintain the operating loop: defect detected → initiative launched → outcome validated → loop closed • Lead Kaizen events, rapid improvement events, and structured problem-solving workshops aligned to Service Quality outcomes • Partner with cross-functional stakeholders to translate process-level defect findings into technical solutions and roadmap commitments • Drive change management for process improvements, ensuring adoption across Service Delivery, partner operations, and back-office teams • Implement standard work, leader standard work, and daily management routines that embed quality disciplines into operating rhythms • Present defect reduction progress and outcome movement in leadership operating mechanisms (Daily huddles, Weekly / Monthly / Quarterly Business Reviews) • Hold dependencies — product, platform, routing, back-office — accountable for their share of friction using data and structured escalation 3 Building AI-Native Systems to Improve Service Quality • Leverage AI tools (Claude, Cowork, or equivalent) to accelerate defect detection, root cause analysis, and initiative prioritization — moving from insight to action faster than traditional analytical approaches allow • Design and iterate on AI-assisted workflows that augment the defect reduction operating loop — from automated signal identification to outcome tracking and reporting • Translate large, complex operational datasets into clear, prioritized insights by applying strong analytical thinking alongside AI-powered tools • Partner with Service Analytics, BSA and Automation teams to evaluate, adopt, and scale AI-native quality measurement capabilities (conversation scoring, resolution scoring, distress detection) • Build repeatable AI-assisted playbooks for defect identification and RCA that can be used across the Service Quality team — reducing dependence on individual expertise and making quality work scalable • Stay current on emerging AI capabilities relevant to contact center quality and proactively identify opportunities to apply them to FRS, SQS, and distressed customer outcomes 4 Quality System & Capability Development • Contribute to the continuous improvement of the Quality Management System (QMS) and its markers — ensuring we measure the right things and our measures stay true • Partner with the LMS and enablement functions to close the loop between identified defects and coaching/training interventions • Participate in the friction taxonomy evolution — adding new defect categories, refining severity weights, and expanding coverage as the operating environment cha