The Senior Director, Sub-Servicing owns Goosehead's newest business line: a fully outsourced, white-labeled Personal Lines servicing operation (call center and non-call casework) delivered to commercial brokerages, insurtechs, embedded partners, insurance carriers, and MGAs and program administrators who can originate policies but cannot service them at Goosehead's cost or quality.

This role is a from-scratch build: a P&L to stand up from zero, a service organization to scale, and a product platform to architect. The core insight is that Goosehead has spent two decades building the hardest asset in personal lines, a centralized, multi-carrier service engine that converts service quality into retention, and this role turns that engine from a cost center into a revenue line. It is a dual mandate. On one side, full P&L ownership: pricing and unit economics, a close partnership with Business Development as it sources and closes across five very different buyer types, contracts and SLAs, and the margin discipline of a founder running a new venture. On the other, ownership of the Sub-Servicing platform, the single pane of glass that unifies partner CRM/AMS data, case ingestion, communications, carrier access, knowledge, and telephony so a CSR can complete any P&C servicing task in one interface. This is an AI-forward, operator-first builder: think an embedded-fintech or platform-operations GM who has stood up a business from zero, owned the P&L, and shipped the product that made the operation scale. Deep P&C tenure is welcome but not required. What matters is the ability to build, sell, and operate a new servicing business and ramp the insurance domain fast. Reporting to the President & COO, this leader is both a commercial partner alongside Business Development and the operational owner of delivery, and a senior peer to Service, Technology, AI & Data Science, Finance, and Legal.

Job Responsibilities:

P&L Ownership & Commercial Strategy

• Own the full P&L for Sub-Servicing from launch: revenue, cost-to-serve, contribution margin, and the path to a self-funding, scalable line. Defend unit economics in front of the CFO.

• Build and price the offer for five distinct buyer types (commercial brokerages, insurtechs, embedded franchise partners, insurance carriers, and MGAs and program administrators) with a pricing architecture (per-case, per-policy, per-seat, or tiered) tuned to each segment’s economics.

• Partner with Business Development, which owns prospect sourcing, pipeline management, and deal closing, serving as the servicing-solution expert on every opportunity: lead solution design and feasibility, shape pricing and SLAs, support executive buyers through diligence, and share accountability for signed-partner and revenue outcomes.

• Shape the servicing terms within each deal (SLAs, service scope, and data-processing terms), partnering with Business Development and Legal to protect Goosehead margin while giving partners white-labeled service they would struggle to build themselves.

• Model and defend the make-vs-monetize case internally: where Sub-Servicing draws on shared Goosehead capacity versus dedicated capacity, and the transfer-pricing that keeps both P&Ls honest.

Platform & Product

• Own the Sub-Servicing platform vision and roadmap: the single pane of glass that lets a CSR complete any P&C servicing task (endorsements, renewals, cancellations, reinstatements, FNOL intake, billing) in one interface.

• Architect partner-data integration as the core hard problem: ingest and normalize heterogeneous CRM/AMS data (Salesforce, Applied Epic, HawkSoft, EZLynx, and proprietary stacks) via APIs, with case ingestion, routing, and status write-back.

• Unify carrier access, knowledge management, communications (email, SMS, chat), and telephony into one CSR workflow, instrumenting every step for quality, cycle time, and cost.

• Build AI into the platform from day one (assisted case handling, knowledge retrieval, drafting, QA, and Lily-style automation) so that cost-to-serve falls even as volume rises.

• Partner with Technology and AI & Data Science on build-vs-buy, data contracts, and a scalable multi-tenant architecture with hard data segregation between partners.

Service Delivery & Operations

• Stand up and run the white-labeled service organization across call and non-call casework, to Goosehead’s quality bar and under each partner’s brand.

• Own SLA design and performance (response and resolution times, quality/QA, CSAT, first-contact resolution, and abandonment) with a public scorecard by partner.

• Build workforce planning, capacity models, licensing, and training for a service team that flexes across partners and seasonal volume.

• Partner with the Partner Implementation team, which owns the onboarding process, to ensure every signed partner lands cleanly into the service organization and reaches live servicing on a predictable timeline.

• Drive continuous cost-to-serve reduction through automation, staffing mix, and process design: the operating lever that turns SLAs into margin.

Partner Success & Governance

• Own white-label brand fidelity: every interaction reflects the partner’s brand, voice, and standards, not Goosehead’s.

• Establish the data-wall, channel-conflict, and related-party governance that lets Goosehead service external books, including those of competitors and of partners connected to the board, with auditable separation and clear conflict management.

• Run the partner-success motion: quarterly business reviews, health scoring, issue escalation, and retention and expansion of servicing scope over time.

• Serve as the executive relationship owner for strategic partners, translating service performance into commercial renewal and expansion.

Team, Operating System & Cross-Functional Leadership

• Build, develop, and retain the Sub-Servicing organization across operations, product, and partner success, and set the talent-density bar for a from-scratch team.

• Establish the operating system: annual plan, quarterly reforecasts, monthly business reviews, weekly service reviews, and a documented product and delivery pipeline.

• Operate as a peer to Service, Technology, AI & Data Science, Finance, Legal/Compliance, and the Franchise network, securing shared capacity and resolving cross-P&L trade-offs.

• Represent Sub-Servicing internally to the senior leadership team and board, and externally to partners and prospects.

Skills Required:

Required

• 10+ years of progressive leadership, including having built or run a business line or product with direct P&L or full commercial ownership, rather than simply managing a function.

• Track record of standing something up from zero to scale (a new product, business line, market, or operation) with the ambiguity tolerance and pace that requires.

• Owned an operations-at-scale environment (contact center, customer operations, servicing, or BPO/CX) with hard SLA, quality, and cost-to-serve accountability.

• Enterprise B2B product ownership: has defined and shipped a platform or workflow product, including data integrations across third-party systems (CRM/AMS/ERP or equivalent) via APIs.

• Commercial credibility: has sold or expanded B2B / B2B2C partnerships and carried a revenue or margin number, with the ability to negotiate contracts and SLAs.

• AI-forward operator: has put AI, machine learning, and automation into production operations or product workflows with measurable gains in cost, speed, or quality.

• Financial fluency: fluent in unit economics, contribution margin, and payback, with a track record of owning the numbers in front of a CFO or board.

• Fintech, embedded finance, marketplace, SaaS/platform, or comparable high-growth operating background, with regulated-industry experience a plus.

• Executive presence and credibility with CEO, COO, CFO, and Technology peers, as well as with external partner executives.

Preferred

• Personal Lines P&C or broader insurance servicing experience, or a demonstrated ability to ramp a regulated servicing domain fast. Insurance licensing (or willingness to obtain) a plus.

• Experience with white-label / outsourced services, managed services, or BPO delivered as a product rather than as staff augmentation.

• Familiarity with multi-tenant platform architecture, data segregation, and related-party or channel-conflict governance.

• Hands-on with Salesforce and modern AMS platforms (Applied Epic, HawkSoft, EZLynx), telephony/CCaaS (Genesys, Five9, NICE, Talkdesk), and BI/analytics tooling.

• Has built through a scale event: a new-venture launch, a major partnership ramp, or a 5x growth curve.