About the Role:

At this level, you're accountable for the full experience services operation across a global headquarters - a high-visibility, high-expectation environment where C-suite executives, board members, and international guests move through your spaces every day. You oversee a team spanning concierge/reception, meeting and events, operations and multiple third-party vendors. You own performance, budget, and staffing.

You develop strategic solutions, drive process improvements, and deliver the Service Business Continuity plan where there is no margin for a degraded guest experience. You're thinking six months ahead, not just this week.

You lead two supervisor-level direct reports with distinct domains - one responsible for the hospitality and programming layer of GHQ (F&B, community, onboarding, and day porter oversight), and one responsible for the operational infrastructure (facilities, vendor management, space planning, systems, and the operational playbook). You set the direction for both, hold performance accountability across both, and ensure neither is sacrificed for the other. With this scope, your leadership impact is multiplied - and so is your accountability. What happens at reception, every executive arrival, every board-level event, every first impression across the building is ultimately yours.

Your engagement at this level is strategic. You're interfacing with senior real estate and facilities leadership, with executive stakeholders who expect seamless, white-glove service as a baseline. You're negotiating with partners and vendors to resolve conflicting priorities, managing budgets and cost reductions, and building the kind of trust that makes CBRE a genuine strategic partner.

What You'll Do:

• Manage the operational onboarding process for new employees: badge access provisioning, seat and locker assignment, parking registration, and new hire systems setup in coordination with IT and HR
• Maintain accurate seating charts and floorplans, updating records in space management systems as assignments, moves, or team changes occur
• Manage hot desk and flex seating inventory; processes and tracks occupancy to inform space planning decisions
• Partner with leadership on space requests and move/add/change (MAC) coordination
• Own and maintain the GHQ operational playbook - documented SOPs, vendor contact sheets, escalation protocols, and run sheets for recurring operational activities
• Ensure procedures are current, accessible, and followed consistently; updates the playbook as the operation evolves
• Serve as the day-to-day liaison with building management on facilities matters: HVAC, lighting, life safety systems, and preventive maintenance scheduling
• Manage vendor badging and certificate of insurance (COI) tracking for all contractors and service partners entering the building
• Oversee work order management - logging, assigning, tracking, and closing out requests in the facilities management system
• Coordinate access control: employee and visitor badge provisioning, deactivation, and audit
• Manage signage, wayfinding, and physical space standards in coordination with building management
• Support sustainability and waste management programs per building and CBRE standards

A Typical Day May Look Like:

The day starts with a building-level view - not just the team's schedule, but the full facility. You're scanning for what's happening across every zone of GHQ: which spaces are in use, whether the physical environment is presenting at the right standard, and what high-visibility moments are coming through the building today. You do a walk before most people arrive - not to inspect, but to see the building the way a board member or first-time visitor would. What reads well. What doesn't. What needs to change.

Mid-morning you're in a working session with the Experience Supervisor, reviewing the next quarter's programming calendar. You push back on two concepts that don't land at the right level for a GHQ audience - they're good activations, but they don't reflect what you're building toward. You've been thinking about what GHQ's experience identity should feel like: distinctly CBRE, not generic corporate, with a point of view on how a global headquarters earns daily attendance. This conversation is part of that longer arc.

After lunch you're on a call with the Dallas regional team and the nearby Richardson office - you've been working to establish shared experience standards across the cluster, and today's agenda is aligning on arrival protocols and a shared programming cadence that travels across sites without feeling copy-pasted. Consistency of experience across the portfolio matters, and GHQ sets the bar.

The afternoon is a budget review - tracking actuals against plan across both the experience and operations functions, flagging a vendor line item trending over, and preparing a brief update for the CBRE account lead. You close the day with a 1:1 with the Operations Supervisor on a seating transition coming next week, then a few minutes at your desk thinking about a longer-horizon question: what does GHQ look like in 18 months, and what decisions need to be made now to get there.

Winning In This Role Looks Like:

• The full operation - every zone, every service line, every vendor - runs to a consistently elevated standard befitting a global headquarters environment.
• Both the experience and operational layers are performing - the space feels exceptional and it runs without friction, and you've built a team structure where neither comes at the expense of the other.
• Executive and VIP arrivals, board meetings, and client-facing events are executed flawlessly, every time.
• Budget targets are met and cost-saving opportunities are identified and realized without compromising service quality.
• Your two supervisors are growing into stronger, more capable leaders - one deepening their hospitality and programming instincts, the other sharpening their operational and systems expertise.
• Strategic improvements are implemented, not just proposed.
• Your team grow under your leadership - they're more capable this year than last.
• The client relationship at senior levels is strong, trust is high, and your team is seen as a true extension of their teams

You'll Love This Role and Succeed At It If...

• You lead strategically, not just operationally. You're comfortable thinking about the operation in quarters and years, not just days - and you can translate strategy into daily practice for your team.
• You understand that a global headquarters is a different environment. The stakes of a missed detail are higher when the audience includes the CEO, the board, or an international delegation.
• You're a builder. You see gaps in process, capability, or service and you close them systematically. You leave things better than you found them.
• You're a strong influencer. You get things done through relationships and alignment, not authority alone - with the client, with a complex vendor ecosystem, and with your own team.
• You own the financials. Budgets, cost reductions, savings goals - these are real responsibilities and you're comfortable owning them.
• You're comfortable holding two very different types of direct reports to a high standard - one whose wins are felt, and one whose wins are invisible when things go right.
• You're fluent in both hospitality and operations - not equally expert in both, but literate enough in each to evaluate performance, ask the right questions, and coach improvement across two very different functional domains.

This Might NOT Be The Role For You If...

• Your background is deep in either hospitality or operations but not both - this role requires enough fluency in each domain to lead and evaluate supervisors who own very different functions.
• You're not yet comfortable managing . This role's leadership leverage comes from developing the people below you, and that requires real management experience.
• You haven't operated in a high-visibility, executive-facing environment before. The expectations at a GHQ are qualitatively different - they require a service instinct that's hard to develop on the job.
• Strategy isn't your strength yet. The Sr. Manager role is where operational excellence meets forward planning - you need to be comfortable in both registers.
• You prefer to stay close to the day-to-day work. This role requires zooming out.

What You'll Need:

To perform this job successfully, an individual will need to perform each crucial duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions.

• High school diploma or GED required; bachelor's degree preferred with 5-8 years of relevant experience.
• Experience managing managers and multiple service teams.
• Demonstrated ability to manage budgets, cost reductions, and savings targets.
• Strong leadership and influencing skills, including comfort operating in executive-facing environments.
• Proficiency in Microsoft Office (Word, Excel, Outlook).
• Large campus or multi-building operations management experience.
• Experience supporting C-suite, executive, or VIP clientele in a hospitality or corporate services environment.
• Multi-vendor contract and performance management experience.
• Strategic program development or process improvement background.
• Experience presenting to senior client or executive stakeholders.