Director, Customer Experience, U4B & Fleet Partnerships

About the Team
Customer Advocacy & Solutions owns the experience our customers have after they have chosen Uber. For Uber for Business, that customer is a company: an administrator configuring travel policy for thousands of employees, a fleet partner running hundreds of drivers, a health system booking rides for patients. Their expectations are different from a consumer's, and so is the support model they need.
About the Role
You will own the end-to-end support experience for Uber for Business, our fleet partners, and our most complex enterprise and vertical accounts, and you will stand up the customer success capability that sits alongside it. Your job is to make this experience deliberate: a coverage model with fast SLAs, an account health team that detects degradation before the customer feels it, a tiered service standard that scales white-glove treatment through detection and automation rather than headcount alone, and an operating cadence that pushes recurring account pain upstream into product and process fixes. We want a sensor, not a sponge.
You will lead a global team that includes managers, and partner closely with Ops, Sales, Product, Tech, Legal, Finance and our BPO providers. You will report to the Global Head of CX, CAS.
What you’ll do
Build the enterprise admin support engine. Own the operational backbone for enterprise account administrators: account and program setup, user and policy configuration, invoicing, payments and billing disputes, reporting and integrations. Design the coverage model, set and staff to real SLAs, and build the tooling and self-serve paths that keep routine work out of the queue entirely.
Stand up account health as a discipline. Create an automated system that watches the signals, including contact volume, defect patterns, unresolved escalations, usage drop-off and payment friction, and intervenes before a customer escalates or churns. This team should know an account is degrading before the account does.
Define the white-glove standard, then scale it. Set what premium service means for our most critical customers: named ownership, response guarantees, proactive communication, executive escalation paths. Then solve the harder problem: a tiered model where the top accounts get that experience, the middle gets something excellent but pooled, and the long tail is served well through self-serve and automation. Scale the detection, not just the headcount.
Build fleet partner support. Fleet partners generate hundreds of millions in business through their drivers, and their needs are distinct: onboarding at scale, earnings and payments across thousands of drivers, document and compliance friction, vehicle supply, and driver-level issues multiplied across a fleet. Build the model that treats them as the commercial partners they are.
Serve verticals and complex accounts. Design purpose-built support for businesses like Health, with the compliance weight that comes with it, and for other large, regulated or high-complexity accounts that cannot be served from a general queue.
Run the business with operator rigor. Define the metrics that matter, including time to resolution by segment, escalation aging, defect rate per account, cost to serve and health score movement. Run the cadence that holds people to them, and route recurring account pain upstream into product and process fixes rather than absorbing it.
Hire, develop and lead the team. Build and coach a global organization that includes managers of managers, and partner effectively acros