Philippines. - Director of Success in at Teem

Philippines. - Director of Success

Director of Success

Reports to: COO

This role operates under the standards, KPIs, and frameworks defined in the Success Manager Handbook. Targets and metrics referenced below are set and maintained in the Handbook and the current Capacity and Staffing Plan, not in this document, so this JD stays accurate as those numbers evolve.

The Director of Success is responsible for overseeing performance, retention, and operational excellence within a specific vertical. This role ensures that clients and Teem Members in the vertical receive reliable, cost effective, and engaged support that reflects Teem's Mission, Vision, The Teem Way, and Core Values.

This leader drives strategy, develops Success Team Leads and their teams, manages vertical level outcomes, and maintains a book of business sized to lead from the front and stay connected to the work.

This is not an ivory tower role. No leadership position at Teem operates at a distance from the work, and the Director is no exception. Staying close to real accounts, real Teem Members, and real conversations, not just dashboards and reports, is part of the job.

Leadership Philosophy at Teem

Leadership at Teem is not about solving your team's problems for them. It is about removing roadblocks and giving approvals so your team can solve them. And it is everyone's responsibility, leader or not, to deliver real value against Teem's defined outcomes, not just to follow a process for its own sake. Every recommendation the Director brings forward, up to the COO or down through the vertical, is grounded in data. Instinct and feeling are not a substitute for the numbers.

Key Responsibilities Strategic Leadership What the Director Owns

This is not a list of intentions. Each item below is something the Director produces, decides, or is accountable for, on a defined cadence.

• Own the vertical's staffing and capacity plan. Forecast Success Manager and Team Lead headcount against account growth, churn, and book size, and bring hiring recommendations forward before new roles are opened, consistent with how the current Capacity and Staffing Plan works today

• Own the vertical's quarterly growth and retention priorities. Reinforce the account health and expansion framework in the Success Manager Handbook as a non negotiable expectation for every Team Lead and SM, and hold them accountable for spotting expansion signals and health risks in their own accounts. The Director does not pick which accounts get attention account by account; that judgment sits with the SM and Team Lead closest to the account, and the Director's job is to make sure the framework is actually being used

• Own any vertical specific adaptation to the standard playbook. When this vertical's clients or TMs need something different from the Success Manager Handbook's default approach, the Director decides on the adaptation and brings it forward as a proposed Handbook update, rather than leaving individual Team Leads to improvise one

• Own the vertical scorecard delivered to the COO. Report retention, churn, portal adoption, and TM engagement on a monthly and quarterly cadence, with the reasons behind the numbers and the action being taken, not just the numbers themselves

• Own surfacing what's unique to the vertical to ELT, and what's shared across verticals. Bring forward patterns, risks, or opportunities, whether specific to this vertical or identified together with other Directors of Success, each with a recommended action attached, not just an observation

• Ensure all client interactions within the vertical embody Teem's Mission of delivering reliable, cost effective, and engaged virtual support

Team Leadership & Development

• Lead, coach, and develop Success Team Leads within the vertical, and coach Success Managers through their Team Leads

• Reinforce The Teem Way across the vertical: Customer & TM Obsession, Operational Excellence, Sustainable Thinking, Think Big & Iterate Quick

• Build a culture centered on Teem's Core Values: Ownership, Over communication, Proactivity, Relationship Based mindset

• Own the hiring standards and framework for Success Managers within the vertical, and hold Team Leads accountable for supporting hiring, onboarding, and coaching of their direct reports. The Director participates directly in the hiring process for roles within the vertical and holds final approval before any offer is extended

• Oversee performance management, coaching plans, and ongoing leadership development for Team Leads within the vertical

• Maintain a minimum of 4 to 5 direct reports at all times, consistent with Teem's standard for every leadership role, to keep leadership layers proportional to team size and avoid bloat. Depending on how many Team Leads the vertical has, the Director may also have Success Managers reporting to them directly, not only Team Leads

Operational Excellence

• Ensure the vertical meets or exceeds the KPIs and standards defined in the Success Manager Handbook, including client retention, TM retention, response times, and portal adoption

• Drive consistency in execution of processes and service standards across all accounts within the vertical

• Review account health, process adoption, and operational data to ensure accuracy, reliability, and visibility

• Manage project timelines to ensure initiatives, improvements, and operational changes are completed on time and with high quality

• Identify inefficiencies and lead improvements that enhance speed, quality, and scalability within the vertical

• Ensure the vertical fully adopts every improvement, initiative, and process change that gets rolled out, not just that it launches

Client Experience & Escalation Leadership

• Lead escalation resolution for the vertical, modeling proactive, relationship based communication and problem solving

• Serve as the point of escalation for any financial concession, such as credits, refunds, or rate adjustments, that exceeds the value of one month's subscription fee for the account. The Director approves anything at or below that threshold directly

• Stay informed of trends and compliance concerns surfaced by Team Leads and direct the appropriate response

• Partner with Sales and ELT on strategic accounts, enterprise clients, or large multi location groups within the vertical

• Ensure the vertical consistently provides a predictable, high value client experience

Staying Connected to the Work

• Regularly review email communication, HubSpot notes, and Grain call recordings across the vertical, not only the Director's own accounts, to know what's actually happening on the ground

• Join Team Lead and Success Manager meetings with clients and Teem Members often enough to know the real dynamics of the vertical firsthand, not only through what gets reported up

• Personally engage with clients and Teem Members across the vertical beyond the personal book of business, through QBRs, check ins, or account visits

• Treat direct exposure to accounts and Teem Members as a leadership responsibility, not an occasional nice to have

• Model for Team Leads that staying close to the work, including monitoring communication and joining client and TM conversations, is expected at every level at Teem, regardless of title

Ownership of Book of Business

• Maintain a book of business sized according to the current Capacity and Staffing Plan, to lead with credibility and stay connected to the work

• Run this book as visible proof of the standard the vertical is held to, not just a way to stay busy or hit capacity

• Prioritize high value or strategically important accounts, and clients used as models for best practices

• Keep weekly time on the book within the capacity allocated for this role in the current Capacity and Staffing Plan

Cross Functional Collaboration

Scoped to vertical wide and strategic work. Day to day, team level cross functional coordination sits with the Team Leads.

• Partner with Talent Acquisition leadership on vertical wide hiring strategy, quality standards, and workforce planning

• Collaborate with leadership on forecasting and churn trends across the vertical

• Work with Sales on expansion opportunities and seamless client transitions

• Coordinate with IT, Product, and Biz Ops on tools, data systems, and workflows impacting the vertical

• Represent the vertical in company wide, cross departmental initiatives and decisions

• Meet regularly with the other Directors of Success to compare what's working and what's not across verticals, and surface company wide patterns to the COO rather than leaving each vertical to solve the same problem separately

Data, Reporting & Accountability

• Own vertical level scorecards, KPIs, and performance reporting as defined in the Success Manager Handbook

• Analyze data for trends, root causes, and predictive insights; lead corrective actions when needed

• Ensure all data related to retention, churn, forecasts, and account health is accurate and timely

• Hold Team Leads and Success Managers accountable to the expectations, deadlines, performance standards, and The Teem Way defined in the Success Manager Handbook

Decision Rights: What the Director Owns vs. What Gets Escalated

Every leadership role needs a clear line between what you decide and what you bring to your manager. Here is that line for this role.

• Owns and decides directly, no COO approval needed: team structure and assignments within the vertical, including which Team Lead an SM reports to, within the current Capacity and Staffing Plan; final hiring approval for roles within the vertical, within the approved Capacity and Staffing Plan; coaching plans, performance management, and day to day leadership decisions for Team Leads; adaptations to the standard playbook that apply only within this vertical, brought to Handbook leadership as a proposed update; reinforcing and holding the vertical accountable to the account health and expansion framework in the Success Manager Handbook, rather than picking accounts personally; financial concessions, such as credits, refunds, or rate adjustments, up to the value of one month's subscription fee for the account in question; and resolution of escalations that do not require approval beyond that threshold

• Requires COO approval before acting: any credit, refund, rate adjustment, or other financial concession above the value of one month's subscription fee for the account in question; adding headcount beyond the approved Capacity and Staffing Plan, or restructuring the vertical's leadership layer, such as adding or removing a Team Lead role; any compliance, HIPAA, or legal exposure issue; any client situation with material revenue risk to Teem overall, not just the vertical; and any process, system, or Handbook change that touches more than this one vertical. Processes and systems run across the company, so anything beyond a vertical specific adaptation is a COO decision, not a Director decision

• Keeps the COO informed on, no approval needed, but never a surprise: vertical performance against KPIs, what's trending up, what's trending down, and why; what's working well enough that it may be worth replicating in other verticals; what isn't working, even if it's already being handled, so the COO has visibility before it becomes a pattern; any trend or compliance concern a Team Lead has surfaced; and team changes made within the Director's own authority

Weekly Sync With the COO

• The Director owns scheduling and running a weekly sync with the COO. This does not get skipped in calm weeks, calm weeks are exactly when small issues are easiest to catch early

• Every sync covers: a snapshot of vertical health against retention, churn, and portal and TU adoption targets; any accounts at Yellow or Red health and what's being done about them; what's working well this week that could apply elsewhere in the business; what's not working, including anything a Team Lead flagged, even if it's already resolved; anything that needs a COO decision or approval, named explicitly rather than buried in a status update; and any staffing or capacity changes in progress or needed

Accountability

The Director is responsible for the performance, retention, and operational outcomes of the entire vertical, including all Success Team Leads and Success Managers within it, measured against the standards defined in the Success Manager Handbook. The Director oversees Team Leads directly and holds them accountable to company and department standards.

Qualifications

• 5+ years of experience in Client Success, Customer Experience, operations, or a healthcare support environment

• Proven ability to lead multi layer teams and scale vertical operations

• Strong communication and coaching skills rooted in Teem's Core Values

• Ability to analyze data, identify trends, and drive strategic action

• Comfortable leading in a fast paced, high growth environment

• Demonstrated success in retention, performance management, and client relationship stewardship

Success in This Role Looks Like

• The vertical consistently meets or exceeds the client and TM retention goals set in the Success Manager Handbook

• Success Managers and Team Leads operate with ownership, proactivity, and excellence

• Team members work in close partnership with other departments to ensure seamless collaboration and alignment across the organization

• Clients experience consistent, reliable, engaged support reflective of Teem's Mission

• The vertical maintains operational predictability and scalable processes

• The Director models lead from the front through communication, quality, and professionalism, earning trust from clients, Teem Members, and internal teams

• The vertical contributes meaningfully toward Teem's long term goal of 10,000 team members by 2031