Customer Service Manager, Onboarding Operations and BPO Oversight

Customer Service Manager, Onboarding Operations and BPO Oversight Job type: Full Time · Department: Customer Service · Work type: On-Site · USD 80,000-85,000 / year Los Angeles, California, United States Reports to: Head of CS Operations Department: Customer Experience Job Purpose The CS1 Manager leads Daybreak's onboarding support function and owns the operational relationship with our outsourced (BPO) support partner. This is a dual‑mandate role. Internally, the manager leads a team of CS1 associates responsible for guiding patients from purchase through manufacturing readiness across roughly a dozen active queues. Externally, the manager owns the day‑to‑day performance, quality, and integration of our BPO partner, ensuring that outsourced capacity operates as a seamless extension of the internal team rather than a separate silo. This person is equal parts people leader and operator. They coach and develop frontline associates, hold both internal and outsourced agents to the same quality and SLA standards, and treat the BPO relationship as a managed partnership with clear expectations, shared metrics, and regular accountability. Team Leadership and Coaching (CS1) Lead, coach, and develop a team of CS1 associates, holding regular one‑on‑ones, team huddles, and performance discussions. Provide real‑time workflow support and escalation guidance throughout the day across SMS, cases, and phone channels. Manage queue balancing and workload distribution to maintain coverage during peaks and staffing gaps. Own performance management and development planning, conducting KPI coaching and addressing rep‑level performance directly and privately. Interview, hire, onboard, and train new associates, reinforcing process and QA calibration as the team scales. Onboarding Operations Management Own daily KPI review and trend monitoring across onboarding velocity, conversion, and SLA adherence. Maintain SLA standards across the team and partner: 24‑hour first response on cases, 3‑hour first response on SMS, and daily phone coverage. Review stalled patients, workflow blockers, and onboarding bottlenecks impacting conversion to manufacturing readiness, and drive resolution. Manage inbound operational issues and edge‑case workflows requiring manual intervention. Monitor onboarding KPIs including IK return rate, F2F completion rate, manufacturing‑ready rate, queue aging, and touchpoint cadence. BPO Partner Oversight Own the day‑to‑day operational relationship with the BPO partner, serving as the primary point of contact and accountability owner for outsourced support performance. Hold outsourced agents to the same SLA, quality, and documentation standards as the internal team, with no tolerance for a two‑tier patient experience. Oversee the full scope of BPO‑owned work, including frontline queue overflow, tier‑1 triage ahead of internal escalation, after‑hours and weekend coverage, and designated workflows such as IK Can't Ship and outreach queues. Define and manage the scope of work, staffing expectations, and workflow handoffs between the internal team and the partner, keeping ownership boundaries explicit. Run regular partner business reviews against a shared scorecard (SLA adherence, quality/QA scores, productivity, and patient satisfaction), surfacing gaps early and driving corrective action plans. Lead onboarding, training, and calibration for new BPO agents, ensuring they work from current SOPs and meet quality benchmarks before handling live patient volume. Partner with the BPO's team leads on coaching, escalation pathways, and process adherence, treating their supervisors as an extension of the leadership layer. Identify when work should sit internally versus with the partner, and recommend scope changes as volume, complexity, and quality data dictate. Process, Systems, and Cross‑Functional Coordination Draft and maintain SOPs, workflow guidance, and training materials usable by both internal and outsourced agents. Build and maintain dashboards for KPI tracking across internal and BPO performance, and identify reporting gaps. Draft tickets for automation, workflow improvements, and bug fixes, partnering with Ops, Data, and Product. Collaborate across Sales, Clinical, Insurance, Manufacturing, Data, and Product to resolve issues impacting onboarding velocity. Surface cross‑functional problems with a private recommendation before raising them broadly, and credit fixes to the owning person. Attributes and Qualifications Three or more years of customer service or support experience, with at least one to two years in a team lead, supervisor, or manager role. Demonstrated experience managing or closely working with an outsourced, offshore, or BPO support team, including holding a vendor accountable to SLAs and quality standards. Strong people leader with a track record of coaching frontline agents to measurable performance improvement. Operationally fluent: comfortable owning KPIs, SLAs, queue management, and capacity planning, and translating data into action. Skilled at managing a partner relationship with clarity and accountability, balancing a collaborative tone with firm standards. Excellent written and verbal communication, with the judgment to handle performance conversations privately and professionally. Comfortable with ambiguity and able to adapt and prioritize in a fast‑paced, scaling environment. Proficiency in Salesforce or a comparable CRM required; familiarity with support tooling, dashboards, and SLA reporting strongly preferred. Experience in healthcare, medical devices, or a regulated or patient‑facing environment preferred. What Success Looks Like Internal and BPO agents operate to the same standards, and patients receive a consistent experience regardless of who handles their interaction. SLA targets across cases, SMS, and phone are met consistently across both the internal team and the partner. The BPO relationship is managed against a clear, shared scorecard, with performance gaps caught early and resolved through structured corrective action. CS1 associates are developing measurably, with clear role clarity and regular coaching. Onboarding velocity and conversion to manufacturing readiness improve as bottlenecks are identified and removed. Documentation and reporting give leadership a reliable, current picture of both internal and outsourced performance without requiring follow‑up. #J-18808-Ljbffr Neara