Senior Manager Loyalty and Partnerships

Leads the Loyalty & Partnerships function, owning the loyalty program as a product-led retention and

monetization engine while building the commercial partnership network that makes membership genuinely

valuable. Accountable for loyalty program strategy, member lifecycle and engagement KPIs, partner acquisition

pipeline, and the team that delivers all of it. This is a combined program-ownership and commercial role —

equal parts loyalty architect and partnerships operator.

• Own the end-to-end loyalty program strategy — tier design, earn/burn mechanics, member segmentation, lifecycle engagement, and program economics.
• Define and track the program’s core KPIs: active member rate, earn/redemption ratio, retention uplift attributable to loyalty, LTV impact, and program margin.
• Partner with Product and Tech to shape the loyalty product roadmap — new features, tier benefits, gamification, personalization, and integration with the broader Snoonu ecosystem.
• Lead quarterly program reviews with leadership: what’s working, what’s not, where the program needs to evolve, and how the competitive landscape is shifting.
• Design and execute member engagement campaigns in collaboration with CRM and Digital Marketing — re-engagement, tier upgrade nudges, milestone rewards, and seasonal activations.
• Own the member value proposition: ensure Loyalty Club membership is a genuine differentiator vs. competitor programs.
• Own the partner acquisition target for the Loyalty Club. Measured on net-new partners signed, quality and exclusivity of offers secured, and incremental member value delivered.
• Run the full outreach and deal cycle for new partnerships: research, pitch, negotiate, close. This is hands‑on, especially in Year 1 while the team is being built.
• Negotiate offer terms, exclusivity windows, co‑marketing commitments, and performance metrics with commercial sharpness and pace.
• Build vertical penetration plans: identify which categories move the needle most on member perceived value and prioritize acquisition accordingly.
• Prospect into new GCC geographies where the Loyalty Club can extend its partner network.
• Track competitor loyalty and rewards programs across the GCC — who they are partnering with, what mechanics they are using, and what is landing with members.
• Feed market intelligence into Product, Marketing, and Leadership — flag whitespace opportunities and positioning gaps before they become problems.
• Monitor member feedback, engagement data, and NPS on Loyalty Club offers — use it to sharpen both program design and acquisition priorities.
• Team management & structure
• Leads the Loyalty & Partnerships pillar with existing direct reports.
• Designs the pillar’s operating model: how work flows between program management, partner acquisition, and corporate marketing. Defines ownership, handoffs, and escalation paths.
• Coaches and develops team members — sets objectives, runs regular 1:1s, establishes operating rhythm, and holds the team to commercial and program outcomes.
• Sets team standards for CRM hygiene, reporting cadence, partner management, and cross‑functional collaboration.
• Defines role clarity and career paths within the function.
• Any headcount or structural change follows standard org governance and approval processes.
• Internal stakeholders:
  Director of Growth & Performance (strategic alignment and reporting), Head of CRM (lifecycle coordination and member data), Performance Marketing (acquisition-to-loyalty handoff), Senior Manager of Marketing Efficiency (analytics, attribution, and martech), Product & Tech (loyalty product roadmap), Brand & Marcom (co‑marketing and brand partnerships), Legal and Finance (contract review, commercial terms, program economics).
• External stakeholders:
  Brand…