Director of Consumer Experience

About the Role

The Director of Consumer Experience (CX) owns everything that reaches the consumer. Residents, patients, guests, families, and corporate diners meet Phoenix3 Collective through menus, signage, digital ordering, promotions, seasonal programs, venue concepts, and the words we use to describe our food. This role governs that entire surface.

The Director leads every business-to-consumer marketing program across Restaura, Culinour, and Infuse. That means setting the standard for how our culinary philosophy is expressed, building the consumer program portfolio, and making each program perform at the site level.

The role sits inside the Culinary & Experience organization by design. The team already holds deep culinary and nutrition expertise. This hire adds the complementary discipline of foodservice consumer marketing, and must be fluent in operations and credible alongside chefs and operators.

This is a builder's role. The consumer experience function is being established, not inherited.

Who We Are

Phoenix3 Collective is the parent organization for a family of hospitality companies serving senior living, healthcare, behavioral health, and corporate markets.

• Restaura elevates senior living and active adult dining.
• Culinour serves healthcare and behavioral health environments.
• Infuse delivers corporate dining and workplace hospitality.
• Centicor supports the enterprise in procurement, and CrossCheck provides audit and quality assurance.

Our culinary work rests on one foundation: scratch cooking, regenerative and regional sourcing, dignified hospitality for every diner regardless of dietary or texture needs, and a food-as-medicine philosophy. The Phoenix3 Culinary Framework turns that philosophy into commitment, and commitment into the experience a consumer actually eats.

Who You Are

You are a foodservice consumer marketer who builds.

• You have taken consumer programs from strategy through activation across multiple locations, and stayed with them through field execution and measurement.
• You think in terms of the consumer’s journey, not the marketing calendar. You know the difference between a campaign and an experience.
• You know how a program performs at the site level: station layout, product placement, signage hierarchy, and point-of-sale execution.
• You are credible with chefs and operators and equally credible with a marketing team, and you can translate between the two without losing either.
• You measure. You expect to be held to participation, traffic, conversion, incremental sales, and satisfaction rather than impressions.
• You are energized by ambiguity and by building the function you are being asked to run.
• You believe hospitality is an act of dignity, and it shows in how you treat the people around you.

What You Will Do

Own the B2C program portfolio

• Serve as the single accountable leader for every consumer-facing program across Restaura, Culinour, and Infuse, from concept through field activation and post-program review.
• Build and hold the annual consumer marketing calendar: seasonal and holiday programs, limited-time offers, engagement events, loyalty initiatives, and specialty dining occasions.
• Balance enterprise consistency with the distinct expectations of each market.
• Establish the intake and approval path for new programs so culinary, clinical, procurement, and marketing review happens in the right order, before commitments reach a community.

Understand the consumer

• Define the consumer segments we serve and the experience expectations attached to each.
• Map and improve the consumer journey, from awareness through loyalty, for each segment and venue type.
• Build the enterprise listening system: satisfaction measures, dining surveys, secret-diner findings, resident and patient council input, and field observation.
• Turn that input into a prioritized, evidence-based improvement agenda and publish findings on a predictable cadence.
• Track competitive and category movement in senior living, healthcare, and workplace dining, and translate it into program recommendations.

Set the standard at the site level

• Set merchandising standards: station layouts, planograms, product placement, signage hierarchy, and point-of-sale execution.
• Launch or reposition cafés, stations, retail concepts, and menu programs, with playbooks that make each concept repeatable across sites.
• Define steps of service and venue experience standards by venue type, working with culinary and operations leaders so they are trainable and auditable.

Deliver the Brand Culinary Experience

• Deliver Level 3 of the Phoenix3 Culinary Framework as an executable standard for each brand, translating Our Culinary Philosophy and Our Culinary Commitment into what a consumer sees, tastes, and is told.
• Own the consumer-facing expression of the menu: design and hierarchy, dish naming and descriptions, sourcing and nutrition callouts, allergen and dietary communication, and digital presentation.
• Present texture-modified and therapeutic dining with the same care as any other offering, so IDDSI-compliant service reads as hospitality rather than accommodation.

Lead the digital and content layer

• Own the consumer-facing layer of our dining technology: digital ordering, menu boards, loyalty, point-of-sale presentation, nutrition and allergen display, and resident or guest applications.
• Keep the recipe, menu, and nutrition information consumers see accurate and consistent with TrueVue, our system of record, and work with technology leadership to close gaps.
• Champion accessibility and usability for older adults, patients, and family members at every digital touchpoint.
• Own the consumer content library, including program toolkits, table tents, digital signage, and menu templates, with version control and brand compliance.

Partner with Marketing and Growth

• Translate consumer programs into campaigns, community communications, and digital content. This role is accountable for the substance; Marketing is accountable for the channel.
• Provide the consumer experience narrative for new business pursuits, client presentations, and industry events.
• Represent the consumer voice in brand positioning, so what we promise externally is what the field can deliver.

Measure and manage to results

• Define the consumer experience scorecard for the enterprise and each brand, set baselines, and report to executive leadership on a fixed cadence.
• Measure programs on participation, traffic, conversion, product mix, incremental sales, promotional lift, satisfaction, and adoption.
• Build the business case for each program, including participation assumptions, revenue potential, and cost to serve.
• Confirm with culinary and procurement that every program is costed within PPD targets in senior living and the applicable cost standard in healthcare and corporate dining, without compromising scratch technique.
• Retire programs that do not perform, and publish what was learned.

Enable the field

• Ship every program with what the field needs to run it: recipes, production guidance, service standards, training, signage, an activation playbook, and a defined measure of success.
• Partner with the activation and openings teams so new communities launch with the full consumer experience standard in place from day one.
• Spend meaningful time in operating communities. Verify execution in person and adjust the standard when the field proves it wrong.
• Build the training path that develops consumer experience capability in general managers, hospitality managers, and chefs.

Lead and represent

• Build and lead the consumer experience function, including future direct reports and external creative or research partners.
• Operate as a peer to culinary, operations, marketing, clinical nutrition, procurement, and technology leadership across all three brands.
• Represent Phoenix3 Collective at client meetings, industry conferences, and market events.
• Model the standard. Consumer experience leadership is judged by how the last table in the dining room is treated.

Qualifications

Required

• Consumer marketing experience. At least ten years of progressive consumer, B2C, field marketing, or consumer experience work, with significant time in foodservice, hospitality, restaurants, or another multi-unit consumer environment.
• Multi-site activation. A record of taking consumer programs from strategy through activation across multiple locations, including scalable playbooks and field standards.
• Retail and merchandising. Hands‑on experience with planograms, station layouts, product placement, signage hierarchy, and point‑of‑sale execution.
• Consumer journey and insights. Experience mapping the consumer journey and turning segmentation, research, competitive analysis, and satisfaction data into actionable programs.
• Promotional strategy. Experience building marketing calendars, seasonal programs, limited‑time offers, and events that drive participation.
• Performance measurement. Experience measuring programs on participation, traffic, conversion, product mix, incremental sales, promotional lift, and satisfaction rather than impressions alone.
• Foodservice operational fluency. The ability to work credibly alongside chefs and operators on menu, sourcing, and cost.
• Communication. Equal command of consumer‑facing copy and executive‑level analysis.
• Influence. Experience leading across functions without direct authority.
• Builder's record. Comfort with ambiguity and a documented history of building a function rather than maintaining one.

Preferred

• Foodservice concept activation: launching or repositioning cafés, stations, retail concepts, or menu programs.
• Experience with digital ordering, menu boards, loyalty, POS platforms and reporting, and recipe and menu management systems.
• Senior living, healthcare, or behavioral health dining experience.
• Familiarity with IDDSI texture‑modified dining standards and therapeutic diet requirements.
• Working knowledge of regenerative and regional sourcing practices.
• Advanced degree in marketing, hospitality, business, or a related field.
• Culinary credential or formal culinary training, such as the Culinary Institute of America or equivalent.

Physical and Travel Requirements

• Travel to client communities and support center locations up to 40% of the time, including multi‑state travel.
• Stand and walk for extended periods during community visits, service observation, and kitchen time.
• Work in commercial kitchen environments, including exposure to variable temperatures.
• Occasionally lift, carry, push, or pull up to 25 pounds.
• Frequent repetitive motion of hands and arms.

#J-18808-Ljbffr