Senior Director, Membership & Lifecycle

Senior Director, Membership Growth & Lifecycle

Job Category: Sales & Marketing

Requisition Number: SENIO
022035

• Full-Time

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The Senior Director, Membership Growth & Lifecycle will lead the development and execution of an enterprise-wide strategy to strengthen the health, engagement, growth, and long-term value of our vacation ownership member base.

This leader will develop a deep understanding of our owners—who they are, how they experience ownership, what drives engagement and loyalty, where friction exists, and what causes owners to deepen or disengage from their relationship with us. They will combine vacation ownership industry expertise, customer insight, and rigorous analytics to identify the highest-impact opportunities to improve the owner experience and sustainably grow a healthy ownership base.

This leader will also serve as an enterprise strategic partner
, translating company priorities and owner economics into clear recommendations, investment priorities, and coordinated initiatives that drive measurable business outcomes.

The role sits at the intersection of strategy, analytics, customer experience, and enterprise transformation. Success will require working across Sales & Marketing, Club, Resort Operations, Revenue Management, Finance, Technology, Consumer Finance, and other functions to establish a shared fact base, align leaders around priorities, and translate insights into coordinated action.

The ideal candidate brings a management consulting mindset: intellectually curious, analytically rigorous, highly structured, comfortable with ambiguity, and able to influence senior leaders without relying on formal authority.

• Establish a comprehensive framework for defining and measuring owner health across the lifecycle, including acquisition, engagement, utilization, satisfaction, retention, upgrades, referrals, attrition, and owner lifetime value.
• Develop a fact-based understanding of the owner lifecycle and identify the experiences and behaviors that have the greatest impact on long-term owner health.
• Identify opportunities and barriers to sustainably growing the active ownership base.
• Maintain a strong external perspective on vacation ownership industry trends, competitor practices, owner expectations, and evolving ownership models, translating these insights into implications for the business.
• Translate enterprise priorities and business objectives into strategic opportunities that improve Owner Growth & Health.

• Partner with Analytics, Technology, Finance, and business teams to develop a holistic view of owner behavior, sentiment, and economics.
• Analyze customer data to identify meaningful owner segments, behavioral patterns, drivers of engagement and dissatisfaction, and opportunities for intervention.
• Connect quantitative customer data with qualitative insights from owner feedback, surveys, complaints, contact-center interactions, resort experiences, and frontline observations.
• Develop hypotheses, conduct analyses, and translate complex findings into clear, compelling insights and recommendations for executives and operators.
• Develop business cases, strategic recommendations, and decision frameworks that enable senior leaders to prioritize investments based on customer and financial impact.
• Develop an executive-level Owner Health scorecard that creates a shared view of performance across the organization.

• Develop an end-to-end view of the owner journey, from initial purchase and onboarding through vacation planning, resort stays, ongoing engagement, upgrades, and long-term ownership.
• Identify moments of friction and…