Job DescriptionAbout the RoleThis is the foundational belief behind this role. The Senior Manager, CX Launch Excellence - Mobility, will be the single point of contact responsible for defining the governance model and best practices to enable the right PoCs from CommOps to be embedded as a strategic partner across the Product Development Lifecycle. From PRD through go-to-market to hypercare, this person ensures that a consistent process is followed for every product, feature, and operational change so that the change and/or rollout ships with a customer experience that is excellent from day one - at every maturity level.
This is not a reactive support role. The primary accountability for this role is launch governance and CX readiness standards - defining the frameworks, gates, and operating model that determine how customer experience teams engage in the product development process.
What You'll Own- Build the Definitive Playbook for CX Participation in the Product Development Lifecycle: Define and own the end-to-end standard for how Community Operations engages across every stage of product development - from PRD through product development checkpoint reviews to launch and hypercare for Mobility.
Design a tiered engagement model that distinguishes the right level of CX involvement based on product portfolio type: core product lines, growth initiatives, or emerging bets. Every product that ships a customer experience must meet the bar - and this role sets that bar.
Build and maintain the master playbook covering intake criteria, readiness gates, go/no-go frameworks, escalation triggers, and accountability structures. So there is never ambiguity about where CX stands in the process. Establish clear principles: CX is not a reviewer at the end of the pipeline but a co-designer from the beginning.
- Own and Govern the Intake Process - The "Front Door" for Cross functional partners: Design and operate the intake and triage system that captures all customer-impacting changes across Mobility - product launches, feature iterations, quality testing, platform rollouts. Define the criteria and guardrails that determine which changes require full CX readiness reviews, which require lightweight checkpoints, and who is accountable for driving each gate. Create the organizational mechanisms - forums, decision rights, SLAs, tooling - that ensure every change traverses a standard readiness process with full visibility, no matter how fast the business moves. This person is the single point of accountability for XFN partners (including Product) knowing exactly when to loop in CX and what to expect when they do.
- Embed CX as a Strategic Partner in Every Launch: Act as the primary counterpart for Mobility Customer Experience, Product Insights & Rollout, Product Ops, and Customer Obsession teams as they seek to not only review launches, but to shape them. Establish clear engagement rules, decision paths, and escalation protocols so upstream teams know exactly how and when to plug in CX - making the partnership predictable, high-trust, and efficient. Build relationships with product/product ops teams to drive this forward.
- Define and Drive Support Readiness Standards Across the Portfolio: Translate every upstream product, ops, and policy change into concrete CX readiness requirements: content, macros, workflows, training, tooling, escalation paths - with clear owners and delivery timelines. Track and ensure CX feedback has been formally acknowledged and resolved before launch gates are cleared. Hold go/no-go authority at defined readiness gates with clear escalation paths to senior leadership when standards are not met, ensuring CX readiness is never treated as optional, including structured pre-launch testing protocols that validate support readiness before go-live.
- Partner with Analytics and S&P: Work with the Analytics and Insights team to build dashboards and alerting that make launch health and readiness gaps visible to leadership - and actionable before they become incidents. Advocate for customer experience metrics to be embedded in product launch success criteria from the outset. Use data, agent feedback, and customer signals to systematically identify structural upstream causes of defects - and drive resolution through product and policy, not just support responses.
- Lead Through Influence and Build Organizational Capability: Operate as a senior leader who drives clarity, builds structure, and governance standards across Product, CX, Product Insights & Rollout/Product ops - primarily without direct authority. Build and govern a networked model of CX readiness owners across personas; set the standards and ways of working while enabling execution. Scale "launch excellence" as an organizational capability - not just a team function - by embedding frameworks, tools, and habits across Community Operations.
Why This Role MattersEvery product in Uber's Mobility portfolio ships a customer experience. And right now, CX is too often looped in too late - after the design is locked, the product development checkpoint reviews process is well underway, and the support readiness is not embedded into the design. This role changes that permanently.
The person who fills this seat will build the infrastructure - the playbook, the intake process, the governance model, the standards - that ensures CX is never an afterthought. They will be the reason Mobility launches are smoother, right CX inputs are shared during design and build so features are desgined to be defect free, and customers feel the quality of what we build from day one.
Basic Qualifications- Minimum 6 years of experience in technical program management, product ops, product management, strategy & operations, or similar roles
- Bachelors Degree
Preferred Qualifications- 10+ years of experience in technical program management, product operations, or strategy & operations, specifically within customer support or service operations supporting platforms with >10M active users.
- Track record of building and deploying at least 2 end-to-end launch governance frameworks or operational playbooks from 0-to-1 (initial build through full operational rollout).
- Prior experience at a consumer technology, mobility, marketplace, travel, or e-commerce company with >$500M in annual revenue or equivalent operational scale.
- Governance, Launch Gates & Cross-Functional Operations
- Demonstrated management of go/no-go launch gate decisions across 10+ major product feature rollouts.
- Experience engaging upstream during the Product Requirement Document (PRD) or initial design phase for at least 50% of managed product launches.
- Proven track record of leading cross-functional alignment across 5+ distinct stakeholder departments (including Product, Engineering, Legal, Operations, and Product Ops) without direct report authority.
- Experience authoring metric frameworks and partnering with analytics teams to build executive-facing dashboards (e.g., Tableau, Power BI, SQL-based tools) for tracking launch health KPIs.
- Minimum 2 years of hands-on experience configuring, deploying, or managing content governance for AI-powered support tooling (e.g., LLM virtual assistants, intelligent routing, or agent-assist systems).
- Experience reviewing technical design documents, system flowcharts, and architecture specs with Engineering and ML/AI teams to extract support readiness requirements.
- Experience writing executive-level decision memos, QBRs, or go/no-go scorecards presented directly to VP-level leadership
ResponsibilitiesFor Chicago, IL-based roles: The base salary range for this role is USD $183,000 per year - USD $203,000 per year.
For New York City, NY-based roles: The base salary range for this role is USD $203,000 per year - USD $225,000 per year.
For San Francisco, CA-based roles: The base salary range for this role is USD $203,000 per year - USD $225,000 per year.
For all US locations, you will be eligible to participate in Uber's bonus program, and may be offered an equity award & other types of comp. All full-time employees are eligible to participate in a 401(k) plan. You will also be eligible for various benefits.
