Senior Director, Customer Care in Dayton, Minnesota at PwrQ Holdings LLC

The Senior Director, Customer Care provides enterprise leadership and strategic direction for Forgent’s Customer Care organization across the Transformer and Solutions business units. The role leads the product-line customer care leaders and their teams and owns the enterprise operating model, staffing, performance, customer experience, warranty case administration and data, technical support, and case management. Customer Care is accountable for consistent intake, case ownership, technical support, customer communication, data quality, reporting, and cross-functional coordination; partner functions act as Level 2 for specialized investigation and execution under agreed handoff commitments. Customer Care owns the warranty workflow, data, and visibility and determines warranty entitlement; the plant and designated functional owners retain root cause & corrective action and approval of warranty spend. The approved charter covers warranty and post-warranty support for Transformers and Solutions, including field identification, documentation, and resolution of post-shipment quality defects. It excludes plant root cause and corrective action, execution of standard field service, spare parts receiving, shipping, and inventory, general sales inquiries, and order-status support.

Organization Leadership & People Management
Lead the Forgent Customer Care organization across the Transformers and Solutions business units, including the Liquid Filled, Dry Type, and Solutions product-line teams. Establish organization design, reporting relationships, staffing plans, coverage models, role clarity, performance expectations, coaching, development, and succession planning.

First-Year Priorities: Customer Care 1.0 Launch
Launch Customer Care against the approved charter and operating model , bringing the Transformers and Solutions teams into one Customer Care organization. Deliver email-to-case and web-to-case intake and integrated case management in Salesforce, agree on Level 1 to Level 2 handoff commitments with partner functions, launch field quality data capture, and establish KPI baselines before committing to performance targets.

Operating Model & Governance
Establish a single front door and a Level 1 to Level 2 support model, with common intake, triage, routing, case ownership, technical-support, warranty, escalation, communication, and closure standards across the product-line teams while allowing appropriate product-specific practices.

Service Levels, Coverage & Scope
Define and deliver service levels, customer update cadence, and escalation rules, including the charter commitments for case acknowledgment and triage and agreed Level 2 handoff timeframes. Apply the charter scope boundaries with partner functions for field service dispatch, post-shipment quality defects and shipment damage, and post-warranty technical support. Cost and stand up after-hours (24×7) coverage for unit-down and safety issues, and develop an enhanced paid support tier.

Product-Line Performance Management
Hold product-line leaders accountable for customer experience, case backlog, service levels, warranty performance, technical-support effectiveness, resource prioritization, and escalation management within their assigned areas.

Customer & Executive Escalations
Serve as the senior escalation point for critical customer issues, coordination of major warranty events with the plant and functional owners who approve warranty spend, cross-product concerns, and matters requiring executive alignment or enterprise resource decisions.

Workforce & Capacity Planning
Monitor demand, workload, backlog, skills, coverage, and capacity across Customer Care Coordinators, Customer Care Case Managers, Technical Support Engineers, Quality & Warranty Field Technicians, and other assigned resources. Allocate or recommend resources based on product-line and enterprise priorities, moving to volume-based staffing once baselines are set.

Quality & Warranty Field Capability
Lead the dedicated Quality & Warranty field technician team, centralized within Solutions and serving both Transformers and Solutions, with labor charged back to business-unit projects at cost. Establish clear engagement rules so warranty work does not unnecessarily consume core Field Services capacity, while retaining a defined escalation path when specialized or supplemental support is required.

Cross-Functional Accountability
Establish operating rhythms and clear handoffs with Quality, Engineering, Manufacturing, Supply Chain, Finance, Sales, Project Management, Field Services, Information Technology, and Product Management. Preserve each function’s accountability for its specialized work while Customer Care remains accountable for case ownership through closure, customer communication, and case coordination. Use the monthly Field Issue Council to review field issues and warranty trends and to hand off issues to the plant for root cause analysis.

Process, Systems & Data
Own the Customer Care process and technology roadmap, system-of-record discipline, knowledge-management practices, data governance, dashboards, reporting, and adoption of Salesforce Service Cloud, including the planned move of case management to Manufacturing Cloud, a Level 1 knowledge base, and field quality data capture within case management.

Business & Financial Management
Manage the Customer Care operating budget and develop staffing, technology, and investment recommendations. Improve visibility to support demand, warranty cost, case volume, workload, productivity, and service performance. Deliver monthly warranty cost and quality reporting, manage Quality & Warranty technician chargebacks, and partner with Finance on warranty reserves and revenue recognition.

Continuous Improvement
Use customer feedback, case trends, repeat issues, warranty data, and performance results to drive improvements in products, processes, capability, and customer experience. Provide a complete view of warranty spend, cost of quality, and field- versus plant-found defects.