Senior Director, Membership Growth & Lifecycle

Senior Director, Membership Growth & Lifecycle

Job Category : Sales & Marketing

Requisition Number : SENIO022035

• Posted : September 2, 2026
• Full-Time

Locations

Showing 1 location

Description

The Senior Director, Membership Growth & Lifecycle will lead the development and execution of an enterprise-wide strategy to strengthen the health, engagement, growth, and long-term value of our vacation ownership member base.

This leader will develop a deep understanding of our owners—who they are, how they experience ownership, what drives engagement and loyalty, where friction exists, and what causes owners to deepen or disengage from their relationship with us. They will combine vacation ownership industry expertise, customer insight, and rigorous analytics to identify the highest-impact opportunities to improve the owner experience and sustainably grow a healthy ownership base.

This leader will also serve as an enterprise strategic partner , translating company priorities and owner economics into clear recommendations, investment priorities, and coordinated initiatives that drive measurable business outcomes.

The role sits at the intersection of strategy, analytics, customer experience, and enterprise transformation. Success will require working across Sales & Marketing, Club, Resort Operations, Revenue Management, Finance, Technology, Consumer Finance, and other functions to establish a shared fact base, align leaders around priorities, and translate insights into coordinated action.

The ideal candidate brings a management consulting mindset: intellectually curious, analytically rigorous, highly structured, comfortable with ambiguity, and able to influence senior leaders without relying on formal authority.

Key Responsibilities

Define the Owner Growth & Health Strategy

• Establish a comprehensive framework for defining and measuring owner health across the lifecycle, including acquisition, engagement, utilization, satisfaction, retention, upgrades, referrals, attrition, and owner lifetime value.
• Develop a fact-based understanding of the owner lifecycle and identify the experiences and behaviors that have the greatest impact on long-term owner health.
• Identify opportunities and barriers to sustainably growing the active ownership base.
• Maintain a strong external perspective on vacation ownership industry trends, competitor practices, owner expectations, and evolving ownership models, translating these insights into implications for the business.
• Translate enterprise priorities and business objectives into strategic opportunities that improve Owner Growth & Health.

Turn Customer Data into Actionable Insights

• Partner with Analytics, Technology, Finance, and business teams to develop a holistic view of owner behavior, sentiment, and economics.
• Analyze customer data to identify meaningful owner segments, behavioral patterns, drivers of engagement and dissatisfaction, and opportunities for intervention.
• Connect quantitative customer data with qualitative insights from owner feedback, surveys, complaints, contact-center interactions, resort experiences, and frontline observations.
• Develop hypotheses, conduct analyses, and translate complex findings into clear, compelling insights and recommendations for executives and operators.
• Develop business cases, strategic recommendations, and decision frameworks that enable senior leaders to prioritize investments based on customer and financial impact.
• Develop an executive-level Owner Health scorecard that creates a shared view of performance across the organization.

Improve the Owner Journey

• Develop an end-to-end view of the owner journey, from initial purchase and onboarding through vacation planning, resort stays, ongoing engagement, upgrades, and long-term ownership.
• Identify moments of friction and opportunities to strengthen the value owners receive and perceive from their membership.
• Develop recommendations to increase engagement, vacation utilization, satisfaction, loyalty, retention, referrals, and propensity to expand ownership.
• Balance customer impact, operational feasibility, and business economics when prioritizing opportunities and interventions.

Mobilize the Enterprise

• Lead cross-functional teams focused on the highest-priority opportunities affecting owner health and growth.
• Bring together leaders with different objectives and perspectives to establish a common fact base, surface trade-offs, and drive clear decisions.
• Build trust and credibility with senior leaders through rigorous thinking, objective analysis, and a strong understanding of their businesses.
• Partner with functional leaders to evaluate opportunities, prioritize resources, and determine where the organization can have the greatest impact on Owner Health and growth.
• Lead high-priority enterprise initiatives from strategic recommendation through execution, establishing clear outcomes, owners, milestones, KPIs, and governance.
• Synthesize diverse perspectives and complex information into clear recommendations, decisions, and action plans.
• Establish ownership, milestones, KPIs, and governance to move initiatives from insight through execution.
• Proactively identify barriers and work with functional leaders to keep priority initiatives on track.

Measures of Success

Success in this role will be demonstrated through measurable improvements in the health and growth of the ownership base, including:

• Sustainable growth of the active owner base.
• Increased owner engagement and vacation utilization.
• Improved owner satisfaction, sentiment, and perceived value.
• Improved retention and reduced preventable attrition.
• Increased upgrade and referral behavior among healthy owners.
• Earlier identification of at-risk owners and effective interventions.
• Removal of high-impact friction across the owner journey.
• A common Owner Health scorecard and fact base used to drive enterprise decisions.
• Adoption of an enterprise Owner Health scorecard that informs executive and financial planning decisions.

Qualifications

Required

• 8–12+ years of experience in strategy, management consulting, customer strategy, analytics, transformation, or related roles.
• Strong knowledge of the vacation ownership / timeshare industry, including owner acquisition, product structures, owner upgrades, servicing, and the factors influencing long-term owner sentiment and retention.
• Demonstrated ability to analyze complex customer and business data and convert analysis into actionable strategic insights.
• Strong problem-solving skills, including the ability to structure ambiguous questions, develop hypotheses, identify required analyses, and synthesize findings.
• Experience developing executive business cases, financial frameworks, and enterprise performance scorecards.
• Experience leading complex cross-functional initiatives involving senior stakeholders across multiple functions.
• Exceptional executive communication skills, with the ability to distill complex information into concise narratives, recommendations, and decisions.
• Demonstrated ability to influence without direct authority and build credibility with leaders who have different priorities and perspectives.
• Strong business and financial acumen with the ability to connect customer outcomes to economic value.
• Experience developing executive business cases, financial frameworks, and enterprise performance scorecards.

Preferred

• Experience at a leading management consulting firm and/or in an internal strategy or transformation function.
• Direct experience within vacation ownership, hospitality, travel, loyalty, or another membership-based consumer business.
• Experience with customer segmentation, lifecycle analytics, propensity modeling, customer lifetime value, journey analytics, or Voice of Customer programs.
• Experience translating analytics into customer or operational interventions at scale.

Equal Opportunity Employer
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