CX Vendor Manager

Role Overview

This role sits alongside Harvey's tenured, full-time global support team, a group already operating at a high bar. The BPO partnership is a deliberate extension of that team, and how well it's run is one of the biggest levers Harvey has for shaping what customers actually experience when they need help. Done right, this partnership pushes our bar of support excellence higher.

The CX Vendor Manager is the single, fully dedicated owner of that partnership. Agent volume is small to start, so this role needs to flex across the full range of vendor management.

What You'll Do

• Serve as the primary, fully dedicated point of contact for Harvey's BPO partner, owning the relationship end to end.
• Build and implement the framework for this new partnership, then own the vendor's performance against Harvey's core support metrics, CSAT , response time SLAs , QA score , and escalation rate , through a tiered cadence of weekly check-ins and monthly/quarterly business reviews, personally accountable for those outcomes, not just for reporting on them.
• Partner with Harvey's support team to make strategic routing and escalations decisions, what work the vendor handles versus what stays in-house, by tier and channel.
• Design and deliver scalable solutions and workflows as volume grows, rather than solving the same problem manually every time it recurs.
• Own workforce management for the partnership end to end: staffing plans, capacity forecasts, and the WFM tooling and process built to support it, starting scrappy and formalizing as volume grows.
• Stay embedded in the vendor's day-to-day operations so problems in areas such as training, performance, and QA are caught on the floor before they show up in a report.
• Define the quality, enablement, and hiring bar the vendor must staff, train, and manage against, in collaboration with Harvey's enablement team and the vendor's training organization.
• Shape how AI and automation factor into the vendor's service delivery, and connect what the vendor system strategy is to Harvey's broader support and product vision.

What You Have

• Proven experience successfully owning a BPO or outsourced vendor relationship end to end, as the single point of contact.
• Comfortable operating at Harvey's rapid pace, not a typical enterprise speed. This is consistently the hardest bar for otherwise-strong vendor managers to clear.
• Has kept a vendor accountable to SLAs and support metrics through a regular operating cadence, backed by independent data rather than just the vendor's own reporting.
• Hands-on knowledge of Zendesk configured across blended FTE and vendor teams: ticket routing, permissions, and escalation paths that keep both sides working cleanly in the same system.
• Has found a way to get meaningfully more value out of a vendor or partner relationship than the standard playbook would produce, spotting a leverage point (a new capability, a shift like AI , a structural change) that most people in the seat would have missed.
• Proven track record defining quality and enablement standards with a vendor's QA and training functions, pushing back when scoring or training doesn't hold up, and keeping teams aligned on product knowledge, content updates, and quality feedback.
• AI fluency is required: can speak concretely to how AI and automation are reshaping vendor-delivered support, and has factored that into how a partnership like this should evolve.
• General program management: has stood up processes end to end, SLAs , reporting cadences, staffing approaches, without an existing system or playbook to build from.
• Knows how to identify the right cross-functional stakeholders early, and builds working relationships with them fast enough to keep a program like this moving.