Senior Business Operations Manager - CBO Office

Business Operations at  bridges strategy and execution, ensuring the organization can effectively translate priorities into outcomes. Through planning, operational governance, performance monitoring, and cross-functional coordination, we drive alignment, operational readiness, and execution excellence—helping  deliver on its Mission, Vision, and Strategy with the customer at the center.

The Chief Business Officer (CBO) Office is responsible for leading business planning and operations, program management and change management for  The CBO Office reports to Booking's Chief Business Officer and works directly with the most senior leadership across the organization, including Department LT's and corporate functions (HR/People, Finance, Legal, and Global Strategy & Development), to enable  to achieve its strategic and operational goals.

The Senior Business Operations Manager serves as a strategic and hands-on operating partner to (also reporting into) the Director of Business Operations, in the CBO Office. In this high-impact role, you act as the "connective tissue" between strategy and execution for  — ensuring the company operates efficiently, scales effectively, and makes decisions grounded in data. You are responsible for shaping, building and scaling key elements of the enterprise operating system, orchestrating the translation of strategy into execution so both remain tightly aligned.

The role requires strong versatility, contributing across a wide range of initiatives and adding value wherever it is most needed.

• (Quarterly) Operational Planning & Adaptive Execution:
  Design, operate, and continuously improve rolling quarterly planning and execution cycles at scale that translate annual direction into near-term priorities, commitments, sequencing, and decisions. Partner closely with annual planning owners to keep the two horizons connected, using execution insights to validate assumptions, surface dependencies and trade-offs, and adjust course as conditions change. Evolve quarterly planning from a periodic event into an effective operating rhythm that improves execution velocity, agility and predictability.
• Strategic Portfolio, Capacity & Trade-off Management:
  Build and continuously improve strategic portfolio-management and capacity/resource-management practices that enable active enterprise steering. Create visibility across priorities, demand, dependencies, investment, and capacity; establish effective prioritization and decision rights; and equip leaders to make explicit trade-offs on what to start, protect, pause, re-sequence, or stop. Partner with Finance, HR and other relevant functions where needed to strengthen resource, workforce, and investment decisions.
• Enterprise Operating Maturity:
  Shape and advance operating-model improvements across the organization in line with leadership direction and sponsorship. Translate emerging strategic direction into practical improvements to quarterly governance, leadership rhythms, decision-making, standards, and ways of working. Build alignment across senior stakeholders; pressure-test approaches against operational realities, and pilot, test, and scale improvements where there is organizational mandate. Progressively mature the operating model as priorities, permissions, and organizational readiness evolve.
• Data-Driven Insights & Performance Monitoring:
  Synthesize qualitative and quantitative data into actionable insights and executive-ready materials (dashboards, presentations, and reviews) to support leadership decision-making. Proactively monitor operational realities to surface risks and opportunities, providing data-backed recommendations for timely course correction.
• Cross-Functional Leadership & Initiatives:
  Act as a central connector across internal teams and departments (e.g., Product, Strategy, Finance, HR) to align and translate (strategic) priorities into actionable work. Lead and deliver high-visibility, cross-functional initiatives end-to-end—from scoping and stakeholder alignment to execution and impact measurement—ensuring blockers are resolved and intended outcomes are achieved.
• Process…