Vice President, Operations

Vice President, OperationsWhere it began… In 1951 SF Fire Credit Union first opened its doors from a modest 10? × 15? office space in 17 Engine. It was from those humble beginnings—where everyone pitched in to help one another in their community—that the organization forged its way of business forever. Today, the San Francisco-based credit union has grown to $1.7B in assets and a membership that extends from the regional firefighters we trace our roots back to throughout our many neighbors in San Francisco, San Mateo and Marin Counties. Our members benefit from the ideas and principles that have shaped us: Shared trust, continuous innovation of products and services, competitive rates, and excellent member service. These qualities foster a true sense of member-ownership and strengthen the credit union's bond with the people for whom this credit union was created.There are a few things we look for those we hire at SF Fire Credit Union, regardless of role or team. First, do they align with our values?Be Personal – Walk the Member/Employee PathBe a Leader – Empower, Collaborate, OwnBe Outside the Box – Innovate, Educate, EngageBe Real – Integrity and Transparency MatterBe the Connection – Serve our CommunitySecond, will they thrive in a culture like ours, where we default to trust, embrace feedback, and desire to innovate? Finally, do they share our vision to help empower members to accomplish their dreams and build lasting financial security in whatever way is most relevant to their role?Most days it feels more like going to work with a big family. Whether it's a pot luck lunch, baking birthday cakes for colleagues in the kitchen, or after-hours get together, we're here to do a great job and have a good time while doing it! We value a good sense of humor, are motivated by a higher purpose, and always bring an "in-this-together" attitude. While we're driven to do great work, we also value real work/life balance.The Opportunity The Vice President, Operations leads the Credit Union's non-lending operational organization, including Contact Center and Member Services, Branch Operations, Virtual Branch, Deposit Operations, Payments Operations, and Card Services. The Vice President is accountable for reliable day-to-day operations, strong member and employee experiences, sound controls, effective people leadership, and measurable operating performance. This is an operations leadership role with a meaningful modernization mandate. The successful candidate will bring broad banking or credit union operating experience and the ability to improve performance through a practical combination of reengineered processes, clearer accountability, stronger management disciplines, data and analytics, and well-selected technology. The Vice President will remain the accountable business owner for operating results while partnering with the VP, Strategy & Transformation and Technology leaders on larger cross-functional initiatives. The Vice President will also shape the future Operations organization by developing leaders, evaluating organizational structure and staffing, clarifying roles and decision rights, and building the capabilities required for an increasingly integrated, digital, data-informed, and scalable operating model.THE MANDATE Run the business. Improve the business. Build a future-ready Operations organization.What You Will Do Lead Operational PerformanceLead Contact Center and Member Services, Branch Operations, Virtual Branch, Deposit Operations, Payments Operations, Card Services, and related non-lending operational support functions.Establish clear objectives, service standards, operating procedures, decision rights, escalation paths, and accountability across the Operations organization.Maintain strong day-to-day performance across service, productivity, quality, member experience, operational risk, compliance, controls, and cost.Implement practical performance measures, dashboards, capacity plans, and recurring management routines that enable timely decisions and sustained accountability.Ensure operational issues are identified early, resolved with appropriate urgency, and addressed at their root cause.Oversee business continuity, vendor performance, issue remediation, and operational resilience for assigned functions.Contact Center and Member ServicesImprove service levels, availability, wait times, first-contact resolution, quality, member satisfaction, employee effectiveness, and cost-to-serve.Strengthen workforce forecasting, staffing, scheduling, intraday management, quality assurance, coaching, knowledge management, and performance management.Identify and reduce avoidable contacts, repeat work, transfers, and member effort through root-cause analysis and cross-functional action.Advance effective use of self-service, digital assistance, automation, call analytics, and other service technologies where they improve member and employee outcomes.Create consistent service expectations and effective handoffs across Contact Center, Virtual Branch, Branch Operations, and back-office teams.Branch and Virtual Branch OperationsLead safe, consistent, efficient, and member-focused operations across physical and virtual service channels.Establish appropriate staffing, scheduling, performance, cash and transaction controls, procedural standards, escalation practices, and management routines.Improve coordination among branches, Virtual Branch, Contact Center, Deposit Operations, and other operational partners.Support evolution toward a more integrated omnichannel service model while preserving the differentiated value of in-person and virtual service.Evaluate branch and virtual operating processes, roles, and capabilities and recommend practical improvements aligned with member needs and strategy.Deposit, Payments, and Card OperationsEnsure accurate, timely, controlled, and compliant execution of deposit, payment, and card operational activities.Improve processing quality, reconciliations, exception management, dispute and servicing workflows, vendor performance, and service-level accountability.Partner with Risk, Compliance, Finance, Technology, and Member Experience on fraud, controls, member-impacting issues, product changes, and platform decisions.Identify opportunities to simplify and automate operational workflows while maintaining appropriate controls and clear ownership.Support payments and card modernization and ensure operational readiness for new or changed products, services, vendors, and technologies.Drive Operational Excellence and ModernizationEvaluate end-to-end processes and identify opportunities to simplify work, improve handoffs, reduce manual effort, strengthen controls, and improve service and productivity.Lead continuous-improvement and process-reengineering efforts that produce measurable and sustainable operating results.Apply structured problem-solving and root-cause analysis rather than treating technology, staffing additions, or outsourcing as the default solution.Partner with Technology to define business requirements and determine where workflow, automation, analytics, artificial intelligence, knowledge tools, and self-service can improve outcomes.Ensure technology-enabled improvements include operating-model changes, controls, training, adoption, performance measures, and accountable business ownership.Use operational, financial, member, employee, process, and risk data to prioritize opportunities and evaluate results.Partner with Strategy & TransformationPartner with the VP, Strategy & Transformation to assess current-state operations, define practical target-state solutions, and sequence larger cross-functional improvement initiatives.Contribute operational expertise to business cases, operating-model decisions, investment priorities, requirements, roadmaps, and implementation planning.Serve as the accountable operational sponsor or business owner for initiatives affecting the Operations organization.Translate approved strategic direction into operating plans, accountable owners, resource needs, milestones, management routines, and sustained business results.Provide a grounded point of view on the operational implications of proposed products, services, policies, organizational changes, and technology investments.Lead People and Organization DevelopmentBuild, coach, and develop a high-performing Operations leadership team and a strong pipeline of operational talent.Assess organizational structure, spans of control, management layers, role clarity, staffing models, workforce capabilities, and succession needs.Provide a clear point of view on organization design and recommend changes needed to create a future-ready Operations team.Define the roles, skills, leadership capabilities, and development priorities required as operations become more integrated, data-informed, digitally enabled, and scalable.Create a culture of accountability, collaboration, inclusion, disciplined execution, continuous improvement, and member service excellence.Lead change transparently, engage employees in improvement, and protect service and control continuity during transitions.Manage Risk, Controls, and PartnershipsEnsure assigned functions operate in accordance with applicable laws, regulations