Director, Customer Support Network Strategy, Service Design & Workforce Management

Wolt and Roo operate under the DoorDash umbrella, and Customer Support sits at the intersection of brand experience, unit economics and long-term growth. This role owns the strategy on:

Where should we operate support, at what scale, and at what cost, across a rolling multi-year horizon?

How do we architect frontline service design to be AI-ready as frontline tooling evolves, deliver best-in-class customer experience, and remain cost-efficient?

How do we manage our workforce with precision, eliminating waste, consolidating overlapping structures, and continuously improving headcount efficiency through automation and org redesign?

This is a permanent leadership role. The person in this seat will own network strategy, service design and workforce management as a continuous discipline, embedding deeply into Wolt, Roo and DoorDash technology stacks, building and refreshing the financial and operational case for change, and evolving the execution roadmap as the business, technology and market shift.

Scope of Responsibility

A. Support Service Design

Own the demand and supply planning, and scheduling for the network, partnering deeply with upstream business owners and defect elimination to enable forecasting accuracy.

Own ongoing assessment of how service is structured and delivered at the frontline across both brands.

Maintain the role architecture map: what roles exist, what they do, where they overlap.

Evaluate how tools (CRM, WFM, knowledge base, AI tools, ticketing) enable or constrain frontline roles, and keep this view current as tooling changes.

Own and evolve the target-state frontline model aligned to AI-augmented ways of working.

Continuously run gap analysis: current state vs. target state, with prioritised interventions.

B. Support Site Strategy

Own the support site footprint across both brands as an ongoing portfolio.

Maintain and refresh strategic site scenarios across cost, quality, risk and scalability as conditions change.

Own the financial model underpinning site strategy: OpEx, CapEx, transition cost, and planning cycles.

Continuously assess BPO vs. in-house mix, nearshore vs. offshore trade-offs, and consolidation opportunities.

Bring forward exec-ready recommendations as circumstances warrant, with clear pros, cons and decision criteria.

Keep the site strategy framed against contact volume reduction through automation.

C. Workforce Management Transformation

Own WFM maturity across both brands on an ongoing basis: demand forecasting, capacity planning, scheduling, real-time management.

Identify and close tooling gaps and duplication across Wolt and Roo WFM stacks.

Own and evolve the consolidated WFM target operating model.

Own the continuous efficiency case, driven through

Org consolidation: merging duplicated WFM roles across the two brands.

Contact automation: defect elimination and end-to-end customer-facing automation.

AI-assisted agent workflows: human-in-the-loop bot interfaces, AI-guided resolution, next-best-action tools.

Scheduling and real-time optimisation via AI/ML tooling.

Own tooling requirements and vendor strategy (shortlists, entries, exits) as an ongoing responsibility.

D. DoorDash Technology Integration

Maintain deep, current working knowledge of DoorDash's support technology stack.

Continuously translate technology capabilities into concrete business levers for the Wolt and Roo context.

Own the dependency map between integration milestones and the Support transformation roadmap.

Flag risks early where integration timelines could affect strategy execution.

E. Execution Planning

Own the rolling execution plan: prioritised initiatives, owners, investment, expected outcomes, refreshed as priorities shift.

Own the forward-looking roadmap: strategic bets, sequencing logic, capability-build requirements.

Own stakeholder alignment across Support Operations, Product, Finance and People functions on an ongoing basis.

Core Ongoing Responsibilities & Outcomes

Current state visibility: Maintain a living view of service design, site footprint, financial planning cycles and WFM maturity across Wolt & Roo, with an opinionated, forward-looking perspective on where the network needs to go.

DoorDash technology translation: Continuously map DoorDash technology capabilities to Wolt/Roo business levers, tracking upstream product, tooling and integration roadmaps and their implications for network design.

Support site strategy: Maintain a multi-year scenario model with full financial analysis, pros & cons, and a standing recommended path, developed in partnership with the wider Strategy and Operations organisation.

Planning mechanisms: Own and run weekly, monthly, quarterly and annual mechanisms for demand and supply planning (long and short term) and scheduling/real-time management, optimising for customer experience and efficiency, with clear visibility for executive leadership.

WFM transformation: Own the consolidated operating model, tooling spec, and the efficiency case for the organisation, with signed-off financial projections refreshed as the business evolves.

Roadmap ownership: Maintain a rolling forward roadmap covering strategic sequencing, capability investments, and automation maturity milestones, ratified through regular leadership review.

Stakeholder alignment: Keep all key workstream owners briefed, committed and clear on accountabilities on an ongoing basis.

All recommendations must be underpinned by a financial model, and must be decision-ready on first presentation.

Operating Rhythm

Embed & Orient (ongoing as scope evolves): Maintain stakeholder maps; stay immersed in Wolt, Roo & DoorDash systems; keep baseline data current; revisit scope and success criteria as the business changes.

Diagnose: Continuously reassess current state across all workstreams; keep DoorDash tech translation current; surface risks and quick wins as they emerge.

Design & Model: Maintain and evolve site strategy scenarios, the frontline service design blueprint, the WFM target model, and supporting financial models.

Synthesise & Align: Run regular executive forums and stakeholder sign-off cycles.

Roadmap & Continuity: Maintain the forward roadmap; ensure knowledge is embedded across the team rather than concentrated in one person.

Required Competencies

Competency

What Good Looks Like

Strategic clarity

Translates complexity into a small number of decisive choices. Never produces a report that fails to recommend.

Financial rigour

Builds robust P&L and scenario models independently. Understands how operational levers flow to unit economics.

CX & support operations depth

Credible across service design, contact centre strategy, WFM and automation.

AI & tooling fluency

Understands AI automation in a CX context: IVR/chatbot design, agent assist tools, LLM-powered workflows.

Speed to competence

Gets up to speed fast on unfamiliar technology stacks. Can read a product and understand business implications without hand-holding.

Stakeholder influence

Earns trust quickly at VP level and above. Drives alignment without authority. Comfortable challenging conventional thinking.

Structured communication

Writes concisely and presents with clarity.

Operator's mindset