Vendor Manager
$151,100–$181,300 year
RemoteUnited States
Job Summary
Own the end-to-end relationship with Harvey's BPO partner as the single point of contact. Build and implement the partnership framework, then drive performance against core metrics like CSAT, response time SLAs, QA scores, and escalation rates through weekly check-ins and quarterly business reviews. Partner with internal support teams to make strategic routing decisions and design scalable workflows as volume grows. Manage workforce planning, capacity forecasts, and WFM tooling while embedding in daily operations to catch training and performance issues early. Define quality and enablement standards for vendor staffing and training, and shape how AI and automation evolve the vendor's service delivery to align with broader product vision.
Required Qualifications
- Proven experience successfully owning a BPO or outsourced vendor relationship end to end, as the single point of contact
- Comfortable operating at Harvey's rapid pace, not a typical enterprise speed
- Has kept a vendor accountable to SLAs and support metrics through a regular operating cadence, backed by independent data rather than just the vendor's own reporting
- Hands-on knowledge of Zendesk configured across blended FTE and vendor teams: ticket routing, permissions, and escalation paths that keep both sides working cleanly in the same system
- Has found a way to get meaningfully more value out of a vendor or partner relationship than the standard playbook would produce, spotting a leverage point (a new capability, a shift like AI, a structural change) that most people in the seat would have missed
- Proven track record defining quality and enablement standards with a vendor's QA and training functions, pushing back when scoring or training doesn't hold up, and keeping teams aligned on product knowledge, content updates, and quality feedback
- AI fluency is required: can speak concretely to how AI and automation are reshaping vendor-delivered support, and has factored that into how a partnership like this should evolve
- General program management: has stood up processes end to end, SLAs, reporting cadences, staffing approaches, without an existing system or playbook to build from
- Knows how to identify the right cross-functional stakeholders early, and builds working relationships with them fast enough to keep a program like this moving
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