Senior Manager: Service Management

Overview

Mayer Brown is an international law firm positioned to represent the world’s major corporations, funds, and financial institutions in their most important and complex transactions and disputes. We are recognized by our clients as strategic partners with deep commercial instincts and a commitment to creatively anticipating their needs and delivering excellence in everything we do.

We are a collegial, collaborative firm where highly motivated individuals with an unwavering commitment to excellence receive the opportunity, support, and development they need to grow, thrive, and realize their greatest potential all while supporting the Firm’s client service principles of excellence, strategic partnership, commercial instinct, integrated strengths, innovation, and collaboration across our international firm.

If you enjoy working with team members whose defining characteristics are exceptional client service, initiative, professionalism, responsiveness, and adaptability, you may be the person we are seeking to join our Information Technology department in our New York, or Chicago office, as a Senior Manager:
Service Management.

The Senior Manager:
Service Management is accountable for building and running a practical service management function, including fixing fragmented processes, inconsistent data, and unclear service ownership. Establish a service model and operating discipline that improves service reliability, reduces incidents, and provides clear visibility into service performance.

Focused on improving lawyer productivity, service reliability, and cost-to-serve. The Senior Manager will align internal teams and vendors to operate against a single service model with clear ownership and accountability. Define and enforce service standards and performance measures that drive operational decisions.

Essential Functions:

Service Management Leadership & Execution

• Define and execute a service management approach that reflects current operational realities and business priorities
• Define business and technical services, including ownership, boundaries, and key dependencies
• Define decision rights, approval controls, and accountability for how services are designed, changed, and operated
• Run day-to-day service operations and enforce consistent execution across teams and vendors

Service Now Platform Ownership

• Own governance, data model, and roadmap for Service Now, including decision authority on workflows, data standards, and platform usage
• Define platform direction and align stakeholders to a single roadmap and operating model. Standardize workflows and data in Service Now to support service operations, reporting, and automation
• Eliminate fragmented usage of Service Now and enforce consistent platform adoption across teams

Stakeholder Engagement & Collaboration

• Build strong working relationships with IT teams, vendors, and business stakeholders
• Translate service requirements into executable changes across teams and platforms. Provide clear, consistent reporting on service performance, risks, and required actions

Experience Management & Digital Observability

• Replace purely SLA-based reporting with a small set of service performance indicators that reflect user experience and service reliability
• Define measurable service indicators tied to user experience and ensure they are used in operational decisions
• Use ticket data, user feedback, and endpoint telemetry to identify recurring service issues
• Implement endpoint and service-level monitoring to identify issues before they impact users
• Use endpoint and experience telemetry to proactively identify issues, improve performance, and reduce incidents
• Convert technical data into clear service impact (e.g., which services are degraded and who is affected)

Vendor & Service Integration

• Implement a working vendor model where all providers are accountable to shared service outcomes. Define and operate a Service Integration and Management (SIAM) model
• Enforce consistent processes and performance expectations across teams and vendors. Hold vendors accountable for service performance, cost, and improvement

Core ITIL Practices

• Operational leadership for core ITIL…