Head of Global BPO Strategy & Performance — Sales

Intuit's GBSG serves millions of small and mid-market businesses across Quick Books, Mailchimp, Payments, Payroll, and Capital — through a global engine that spans in-house sellers, partner channels, and a large and growing network of outsourced (BPO) delivery partners across North America, LATAM, EMEA, and APAC. That BPO network is now a material part of how Intuit acquires, converts, expands, and retains customers.

We are hiring a leader to make it one thing: a single, corporate-level BPO strategy and a single performance management system that every sales segment and region runs against.

This is a high-ownership, high-visibility role. You will define Intuit's point of view on what work belongs in-house versus with a partner, which partners we bet on and where, how we pay them, how we measure them, and how we hold them to a standard. You'll operate as the internal authority on world-class global business services — bringing the best-in-class knowledge of how elite companies design, contract, govern, and continuously improve outsourced delivery at scale — and you'll translate it into a model that works for Intuit's segments, our data, and our AI-first operating ambition.

This is a build role. You will own the function end to end and lead it through influence across Sales, Finance, Rev Ops, Procurement, and our partner network, with the expectation that the team grows underneath the strategy you set.

The ideal candidate has done this from more than one seat: top-tier strategy consulting at the Principal / Associate Partner level, plus real operating time owning a BPO or Global Business Services portfolio. You are equally comfortable building the three-year sourcing thesis for an executive audience and sitting in a offshore BPO Q  telling a partner, with the data in front of you, exactly where they are short and what happens next.

• Build and work cross functionally to define Intuit's multi-year BPO strategy across sales segments (e.g., SMB, Mid-Market, Mailchimp) and geographies — the portfolio thesis, the geographic footprint, and the partner bench.
• Own the make-versus-buy framework: which motions, roles, and customer segments are best served in-house, by partners, or by AI agents — and the decision criteria, cost-to-serve economics, and risk posture behind each call.
• Set the strategy for AI-enabled delivery inside the partner network: what gets automated, how productivity gains are shared commercially, and how the partner footprint evolves as agentic capability lands.
• Represent the BPO agenda in corporate planning, budgeting, and investment reviews; own the executive narrative to Sales, Finance, and Operations leadership.

• Lead sourcing strategy and competitive RFPs end to end, partnering with Procurement, Legal, Finance, Security, and Privacy.
• Design commercial models that actually drive the behavior we want — rate cards, outcome- and performance-based pricing, gainshare, volume and productivity commitments — and negotiate MSAs, SOWs, and SLA schedules.
• Own total cost of delivery across the portfolio: cost per acquisition, cost to serve, revenue per FTE, and the productivity curve we hold partners to year over year.

• Define BPO strategy across Intuit GBSG and performance framework (e.g., scorecards, SLA and KPI definitions, data lineage, and reporting)
• Install the governance cadence: weekly operating reviews, monthly business reviews, quarterly business reviews, and an annual strategic review, with clear escalation tiers and decision rights.
• Diagnose underperformance to root cause and run remediation to resolution — performance improvement plans, volume reallocation, site or partner exit — with the…