Senior Director, CX Strategy

It all started when engineer Fred Luddy wrote code that automated a tedious task for his coworker, Phyllis. She cried tears of joy. That moment inspired Fred to build a company that could do that for everyone—freeing people from busywork so they could focus on meaningful work. Today, ServiceNow is the AI control tower for business reinvention. Our ServiceNow AI platform brings together any AI, any data, and any workflow—helping 85% of the Fortune 500® work smarter, faster, and better.

About the role

Location: Santa Clara, CA. On-site four days per week. This role is not available remotely or as a hybrid arrangement outside the Bay Area.

ServiceNow measures itself in part on whether customers would recommend us. This role owns the strategy behind that answer. You will lead a small, senior team responsible for two things: how we measure customer sentiment, and how we understand the customer journey that produces it. NPS is the headline number, but the work underneath it is the harder part — knowing which moments in the customer lifecycle actually drive the score, what the friction costs us, and where the company should spend to fix it. You'll bring that case to the executive team and hold the follow-through.

Responsibilities

• NPS end to end. Methodology, sampling, cadence, and segmentation. You own whether the number is trustworthy, whether leadership understands what it's telling them, and whether the closed loop with customers actually closes.
• The journey and lifecycle model. Define the stages, map the moments that matter, and locate where experience breaks down. Quantify it — renewal risk, expansion drag, support cost — so that prioritization arguments have numbers attached.
• The CX investment agenda. Convert diagnosis into a ranked set of fixes with named owners outside your team, sized value, and a way to tell whether they worked.
• Executive and board-level narrative on customer experience. Regular reporting into planning cycles, QBRs, and board materials, in partnership with Corporate Strategy.
• Cross-functional influence. Product, Customer Excellence, Sales, Support, and Marketing own most of the levers that move the score. You'll need evidence and relationships rather than authority.
• A three-person team. Set the standard for the work and give two strong people real scope.

Requirements

• 12+ years of relevant experience (or 8+ post-MBA), spanning customer experience strategy, corporate strategy, or management consulting
• Direct ownership of an NPS or VoC program at enterprise scale, including survey design and the statistical judgment to defend the methodology when someone challenges the number
• Demonstrated work building customer journey or lifecycle frameworks that changed how a company invested, not just how it described itself
• Enterprise B2B or SaaS background; comfort with subscription economics, renewal and expansion dynamics, and post-sale motion
• Strong quantitative skills — you can get to the answer in the data yourself before handing it to an analyst
• Executive communication that holds up in the room, including with skeptical functional leaders whose priorities your findings will complicate
• Experience leading small senior teams where you remain close to the work

Skills

• Run NPS at a company where the number was reported externally or to a board, with the scrutiny that brings
• Know the difference between a journey map that generated consensus and one that generated decisions
• Have worked across both product and post-sale organizations and can speak either language