Job DescriptionPosition SummarySprinklr is creating a new Services Excellence organization to serve as the design authority, governance function, and operating system owner for the global Professional Services business.
The Senior Director of Services Excellence will build this organization from the ground up. This leader will define how Services is sold, priced, forecasted, staffed, governed, delivered, measured, and continuously improved across the company.
This is not a traditional operations or PMO role. This leader will establish the systems, standards, governance, metrics, and operating rhythms that enable a $100M+ global services organization to scale profitably while improving quality, customer outcomes, and delivery consistency.
The successful candidate will be both a builder and operator: capable of creating an operating model from first principles while simultaneously driving adoption, accountability, and measurable business results.
Mission: Build and institutionalize the Services operating system that enables predictable growth, scalable delivery, improved margins, and world-class customer outcomes. What This Leader Will Own 1. Build the Services Excellence Organization - Design and stand up the Services Excellence function from inception.
- Define the organization structure, charter, responsibilities, operating rhythm, governance forums, and success metrics.
- Recruit, develop, and lead a team spanning portfolio management, commercial governance, demand planning, workforce planning, delivery excellence, and business process excellence.
- Establish Services Excellence as the long-term owner of standards, guardrails, methodologies, metrics, process governance, QA, and continuous improvement.
2. Services Portfolio Governance - Define and manage the global services portfolio architecture, including offerings, packages, SKUs, rate cards, delivery models, and lifecycle ownership.
- Rationalize the portfolio so Sales can consume it, Delivery can execute it, and Finance can measure it.
- Establish portfolio governance mechanisms that ensure each offering is commercially viable, scalable, repeatable, and aligned to margin expectations.
- Partner with Sales and Delivery leadership to improve portfolio adoption, packaging, enablement, and reporting.
3. Commercial Governance and Services Economics - Own services deal governance frameworks, including approval rules, pricing controls, margin gates, and exception management.
- Partner with Finance, Revenue Operations, Deal Desk, and Sales to align cost basis, pricing methodology, discounting controls, and margin reporting.
- Drive adoption of standardized fully burdened cost models and profitability analytics.
- Identify and execute opportunities to improve gross margin, realization, utilization, partner spend efficiency, and overall services economics.
4. Demand, Capacity and Workforce Planning - Establish integrated demand forecasting that connects pipeline, bookings, revenue timing, staffing, capacity, and delivery needs.
- Build workforce planning models that determine where to hire, redeploy, cross-train, or use partners.
- Develop forward-looking capacity views by geography, service line, role, skill, and delivery model.
- Help leadership move from reactive staffing decisions to proactive capacity planning.
5. Delivery Excellence - Define global delivery standards, methodologies, quality frameworks, delivery governance, and operational runbooks.
- Create repeatable playbooks that convert customer and project learnings into institutional knowledge.
- Partner with regional delivery leaders to reduce project risk, delivery inconsistency, escalations, poor system hygiene, and margin leakage.
- Establish operating reviews across project health, customer outcomes, utilization, productivity, and delivery quality.
6. Business Process Excellence and Transformation - Redesign and optimize end-to-end Services processes across the customer lifecycle.
- Establish process ownership, decision rights, RACI models, and escalation paths across Services, Sales, Finance, Partner Operations, and Customer Success.
- Lead major transformation initiatives across operating model design, organizational structure, systems, reporting, governance, and change adoption.
- Create accountability through transformation roadmaps, scorecards, milestones, and executive inspection cadences.
7. Systems, Automation and Data Governance - Own Services requirements and prioritization for PSA, workflow, reporting, automation, and analytics platforms.
- Ensure systems support the operating model rather than allowing tools to dictate processes.
- Build executive reporting standards, data hygiene rules, scorecards, and operating dashboards.
- Partner with BI, Finance, RevOps, and Operations to ensure trusted data across portfolio, delivery, staffing, financial, and operational reporting.
8. Executive Leadership and Change Management - Act as a trusted advisor to the Services leadership team on operating model, economics, governance, and transformation priorities.
- Influence senior stakeholders across Services, Sales, Finance, Product, Customer Success, and global delivery teams.
- Translate executive vision into practical operating mechanisms that teams can adopt.
- Drive change management with direct communication, strong stakeholder engagement, and clear decision-making discipline.
Required Experience - 12+ years of progressive leadership experience across professional services, consulting, customer success operations, business transformation, strategy, operations, or services excellence.
- Significant experience operating in a global software, SaaS, consulting, or technology services organization.
- Proven track record building teams, operating models, transformation offices, or Centers of Excellence from the ground up.
- Deep understanding of professional services economics, including utilization, realization, gross margin, pricing, discounting, forecasting, capacity planning, revenue timing, and partner management.
- Experience owning cross-functional transformation initiatives with measurable operational and financial outcomes.
- Experience developing governance models, decision rights, operating cadences, executive reporting, and performance scorecards.
- Experience partnering with Sales, Finance, Services Delivery, Product, Revenue Operations, Customer Success, and executive leadership.
Requisite Skills and Capabilities Builder mindset Creates structure where none exists and can operate through ambiguity without waiting for perfect inputs.
Systems thinking Sees the connections between portfolio, pricing, staffing, partner usage, delivery quality, systems, reporting, and margin.
Commercial judgment Understands how services decisions affect bookings, revenue, margin, customer outcomes, and long-term scalability.
Operational rigor Builds repeatable processes, governance, metrics, and accountability mechanisms that teams can actually follow.
Data fluency Uses financial, operational, delivery, and pipeline data to diagnose issues and drive decisions.
Executive communication Can translate complex operating model issues into crisp recommendations, business cases, and decision asks.
Influence without authority Can align regional leaders, finance partners, sales stakeholders, and delivery teams across competing priorities.
Change leadership Can move the organization from informal ways of working to disciplined, scalable operating mechanisms.
Talent development Can recruit, grow, and lead a high-caliber Services Excellence team with clear ownership and accountability.
Success Measures After 12 Months - Services Excellence organization stood up with clear charter, team design, governance, and executive sponsorship.
- Portfolio and commercial governance operating with defined standards, margin thresholds, approval gates, and exception management.
- Integrated demand-to-capacity planning model established across pipeline, bookings, staffing, partner usage, and delivery capacity.
- Global delivery standards, runbooks, quality reviews, and project health governance embedded into routine operations.
- Clear ownership model and decision rights established across Services Excellence, Services Operations, Partner Operations, Regional VPs, Finance, and Sales Operations.
- Improved margin visibility, forecast accuracy, operating discipline, system hygiene, process adoption, and delivery consistency.
- Services Excellence recognized as the permanent owner of the Services operating system and transformation roadmap.
Target Candidate Profile The strongest candidate will likely have operated as a Services Transformation leader, Services Operations executive, Professional Services Excellence leader, Consulting COO, Transformation Office leader, or senior strategy and operations leader inside a scaled software, SaaS, consulting, or technology services environment.
This person should not be a pure PMO leader or a pure delivery leader. The role requires someone who can design the operating model, build the organization, influence senior stakeholders, understand the economics, and drive measurable execution across a global services business.
In practical terms, this is a mini-COO role for Services: part strategist, part operator, part transformation leader, and part governance owner.
