Customer Service Manager

Responsibilities

• Working on-site as Customer Service Manager, you lead Litta’s Customer Service team — setting the standard for what great looks like, building genuine capability in your people, and ensuring the CS function operates with precision and purpose every day
• You’re a natural coach: you know that an engaged, well-developed team is what delivers for the customer, and that building that team is the most important thing you do
• You’ll own the full employee lifecycle for your area, the quality of every customer interaction your team has, and the continuous improvement of everything in between
• Coach proactively — develop people’s capability before gaps show up in performance metrics, spotting early signals of disengagement or difficulty before they become a people issue. You’re always looking ahead
• Build a team culture where feedback is normal, standards are genuinely shared, and people feel supported to grow — because you know an engaged team delivers better service, and better service delivers better customer outcomes. That’s not a theory for you; it’s how you operate
• Own the full employee lifecycle — hiring, onboarding, development, performance — and invest genuinely in every stage. You’re building a team that’s capable and confident because you’ve developed them, not because you’re in the room directing every move
• Design and iterate structured onboarding that gets new starters to full competency faster, and identify training needs early — building targeted learning that raises the bar across the team
• You set the bar high for what customers experience when they contact Litta — not just handled, but genuinely delighted. You review standards constantly because you care about every interaction your team has on Litta’s behalf
• Build and own a Quality Assurance process — regular contact reviews and side‑by‑side coaching sessions across all channels (calls, emails, chat). Litta doesn’t have this yet; you’ll build it, own it and keep raising the bar with it
• Use quality insight to drive coaching conversations and process improvement — closing the loop between what you observe and how the team operates
• Keep CS processes, contact routing, training materials and ways of working accurate, documented and up to date
• Own the day‑to‑day operation — schedules, resource planning, volume management, SLA adherence. Know your numbers, understand what’s driving them, and act on what you see
• Keep the operation running proactively — anticipate pressure points and have a plan before they become problems
• Close the customer feedback loop — capture contact drivers, surface insight to the right people in the business, and point to decisions made as a direct result
• Run your own CI initiatives — improving processes, reducing friction and raising the quality of the customer experience. Work with the Head of Operational Performance on larger transformation programmes
• Role Success Metrics:
• Team performance: CSAT, CES, QA, FCR and SLA targets met consistently and trending in the right direction quarter on quarter
• People development: every team member has clear objectives, regular 1:1s and a visible development path
• Quality Assurance: a QA process is built, running consistently, and coaching is making a measurable difference to quality and customer satisfaction
• Feedback loop: customer contact drivers reaching the right people — and you can point to decisions made as a direct result
• Operational ownership: the CS function runs with confidence and independence; your team delivers because they’re well‑led and you’ve built the right culture
• Team engagement: the team feels coached, supported and developed — not just managed. Pulse scores trend upward over time

Desired Qualities

• Clear and credible communicator — with your team, your peers and senior stakeholders, in writing and in the room
• Experienced across the employee lifecycle — from hiring and onboarding through to performance management, development and QA
• Operationally confident — schedules, volumes and SLAs are second nature; you know what it takes to run a customer‑facing team at pace
• Data‑literate — you read reports, spot patterns and know what to do about them; comfortable holding performance conversations grounded in evidence
• Experienced people manager — you’ve led, coached and developed a team and can point to the difference you’ve made in their performance and growth, and you’ll have at least 3 years experience leading teams in a Contact Centre/head office Customer Service setting
• Analytically Wired: Numbers and people aren’t in tension for you — they’re both languages you speak fluently. You read a metric and immediately know what’s behind it, see patterns before they’re obvious, and act without waiting for someone to flag the problem
• People Radar: You understand what makes people tick, natively. You pick up on what’s unsaid as easily as what’s said, and use that to coach, support and challenge in a way that actually lands. Building genuine trust with your team isn’t a technique; it’s just how you operate
• Empowering: You build a team that operates with confidence, trust and independence. Your goal is to make the team brilliant at what they do — not to be the person with all the answers
• Thinking Round Corners: When something doesn’t work, you don’t stop — you find another way. You’re wily and resourceful, always a step ahead of the problem, and a setback is just a prompt to think differently. Blockers don’t stun you; they interest you
• Culture Architect: You understand that an engaged team doesn’t happen by accident. You build it deliberately — through how you recognise, challenge, develop and celebrate your people. You know that culture is downstream of how you show up as a leader
• Ownership: You take full end‑to‑end ownership for your area. If something isn’t right, you’re already fixing it — you don’t elevate what you can solve, and you don’t wait to be asked