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.

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

This role reports to the Head of Underwriting Operations and operates as a core member of the UW Operations leadership team.

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.

Acts as a key extension of the Head of UW Operations, with enterprise leadership responsibilities that expand as the OSM capability matures.

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• Act as a strategic partner to the Head of UW…