Director, End User Services (AI Automation & Service Optimization)

Director, End User Services (AI Automation & Service Optimization) Overview We are seeking a forward‑thinking Director of End User Services to lead the transformation of our end‑user support ecosystem. This role will drive the adoption of AI‑powered automation, elevate break/fix performance, streamline access and service request processes, and modernize asset management and inventory control. You will combine operational excellence with innovation—leveraging data, automation, and user‑centric design to deliver a seamless, scalable end‑user experience. Director, End User Services Key Responsibilities AI & Automation Strategy Define and execute a roadmap for AI‑driven automation across End User Services (e.g., virtual agents, self‑healing, workflow automation). Identify high‑volume, repeatable processes and implement automation to reduce manual effort and resolution time. Partner with IT, Security, and Business teams to integrate AI solutions into service delivery platforms (e.g., ServiceNow, endpoint tools). Establish metrics to measure automation effectiveness (deflection rates, MTTR reduction, user satisfaction). Break/Fix Excellence Lead global end‑user support operations to improve incident response and resolution times. Implement proactive and predictive support models (e.g., monitoring, self‑remediation). Drive root cause analysis discipline to eliminate recurring issues. Establish SLAs/XLAs focused on both performance and user experience. Access & Service Request Optimization Oversee and improve identity, access, and request fulfillment processes. Streamline workflows to reduce cycle time and improve transparency. Champion self‑service capabilities and knowledge management to reduce ticket volume. Ensure compliance with security and audit requirements. Asset Management & Inventory Control Develop and maintain a robust IT asset lifecycle management program (procurement through disposal). Implement accurate, real‑time inventory tracking and reconciliation processes. Optimize hardware/software utilization and cost management. Ensure compliance with financial, security, and regulatory standards. User Experience & Continuous Improvement Establish a user‑centric service model with measurable satisfaction (CSAT, NPS, XLAs). Analyze service data to identify trends and improvement opportunities. Lead continuous improvement initiatives using Lean, Six Sigma, or similar methodologies. Leadership & Collaboration Build and lead high‑performing global teams across service desk, desktop support, and endpoint services. Collaborate with Infrastructure, Security, HR, and Business Units to align services with business needs. Manage vendor relationships and outsourced service providers. Develop talent and foster a culture of innovation and accountability. Director, End User Services Qualifications Bachelor degree in Information Technology, Business, or related field (Masters preferred). 10+ years of experience in IT End User Services or IT Operations, with at least 5 years in leadership. Proven experience implementing AI/automation in IT support environments. Strong knowledge of: ITIL / ITSM frameworks Endpoint management (e.g., Intune, SCCM, Jamf) Service management platforms (e.g., ServiceNow) Identity & Access Management (IAM) Demonstrated success improving break/fix performance, request fulfillment, and asset management. Experience managing global teams and third‑party vendors. Key Skills Strategic thinking with hands‑on execution ability Data‑driven decision making Process optimization and automation mindset Strong leadership and stakeholder management Excellent communication and change management skills Success Metrics Reduction in Mean Time to Resolve (MTTR) Increased automation/deflection rates Improved CSAT/NPS scores Reduction in ticket volume through self‑service Asset accuracy and lifecycle compliance Faster access/request fulfillment times 0-60-90 Day Plan (High‑Impact) First 30 Days – Diagnose, Triage, Act Objective: Establish control, deliver quick wins, and expose gaps. Stand up a daily operations cadence (incident review, backlog burn‑down, SLA tracking). Baseline and publish core metrics: MTTR, First Contact Resolution (FCR), ticket volume drivers, request cycle times, asset accuracy. Identify and eliminate top 5 ticket drivers (knowledge gaps, repeat incidents, misrouted requests). Launch immediate automation quick wins: Password resets, common access requests, software installs. Audit and correct critical asset inventory discrepancies (focus on high‑risk / high‑value assets). Map current access/request workflows and remove obvious approval bottlenecks. Establish executive visibility (weekly dashboard + risks + actions). Deliverables Live performance dashboard Top issues + remediation plan First automation use cases in production Stabilized service desk operations Days 31–60 – Build, Standardize, Prove Value Objective: Shift from reactive to structured, repeatable execution. Deploy AI‑enabled capabilities: Virtual agent for Tier 0 support, automated ticket routing and triage, self‑healing for common endpoint issues. Reduce ticket volume by targeting 15–25% deflection through self‑service expansion and knowledge base overhaul (top 20 issues). Implement RCA discipline for recurring incidents with enforced ownership. Redesign service catalog and request workflows: Standardize, simplify, and automate fulfillment. Establish asset lifecycle controls: Intake, deployment, refresh, disposal tracking; monthly reconciliation cadence. Introduce XLAs (experience metrics) alongside SLAs. Deliverables Measurable reduction in ticket volume and MTTR AI/automation actively handling real workloads Standardized, faster request fulfillment Asset visibility improved with audit‑ready tracking Days 61–90 – Scale, Optimize, Institutionalize Objective: Lock in gains and scale transformation across the enterprise. Expand automation to end‑to‑end workflows: Joiner/mover/leaver (JML) processes, role‑based access provisioning. Achieve sustained improvements: MTTR reduction (target 20–30%), increased FCR, noticeable CSAT/NPS lift. Operationalize a productivity model: Shift‑left strategy fully in motion; Tier1 handling majority of volume via automation/self‑service. Implement cost and efficiency controls: Optimize hardware/software utilization, reduce redundant tools/licenses. Formalize governance and operating model: KPIs, ownership, vendor accountability, continuous improvement pipeline. Present executive roadmap (6–12 months) with ROI tied to automation and efficiency gains. Deliverables Scaled automation with measurable ROI Faster, simpler access and request experience Fully governed asset management program Clear forward roadmap aligned to business outcomes 90‑Day Impact Snapshot 20–30% reduction in MTTR 15–30% ticket deflection via automation/self‑service Significant improvement in request turnaround times Instilled confidence in asset inventory accuracy Visible shift from reactive to intelligent, proactive service #J-18808-Ljbffr