Senior Manager Customer Experience

Senior Manager, Customer Experience

Company

Supertails, Bengaluru (in office)

Reports to

Head of Customer Experience

Teams you run: The order support desk, Clinic booking and calling team, Super companion team, Online consultation veterinary doctors, Sales teams along with Quality & Training and Analytics teams

About Supertails

Supertails is one of India's fastest-growing integrated pet-care platforms. We are not just an online store. We are building everything a pet parent needs in one place

• A wide product catalogue across hundreds of brands

• India's largest digital pet pharmacy

• Vet consultations through a large team of in-house veterinarians

• A Fear-Free certified clinic network

• Express delivery in multiple cities

Every one of these businesses creates customer contacts: an order that is late, a prescription that needs a vet's sign-off, a clinic slot that has to be booked, a new pet parent who needs a hand in the first weeks. The Customer Experience team handles all of them.

Our CX team

Our CX team is not a cost centre that answers tickets. It is the part of the company that sees every broken process first, fixes it at the root, and turns the rest into bookings, repeat orders and reviews. We build a good part of our own tooling, and we use AI wherever it answers a customer faster and better than a queue would.

Over the last quarter the team cut contacts per 100 orders by 24% and cost per contact by 21%, mostly by fixing root causes upstream with supply chain and product and by moving simple contacts to bots. The next leg is harder. The contacts that remain need judgment, and the plan for the coming quarters assumes bots and automation carry more of the load with a team that does not grow with volume.

The role

We are looking for the second-most senior person in the function: someone who runs the operation day to day and builds the systems that make it cheaper and better every month.

You have run the morning queue review on Monday, shipped a Retool dashboard or a Claude Code script on Wednesday, and presented a cost-per-contact plan to leadership on Friday. That is the mix.

You will own all customer-facing support operations. Assistant managers and team leads report to you. You report to a product-minded CX leader and work daily with Product, Engineering, Supply Chain, Category and Marketing.

Pillar 1: Run the operation

You own the numbers and the people behind them.

• Numbers you own: contacts per 100 orders; cost per contact; resolution time and first response time; CSAT, answer rate and abandonment on inbound lines; schedule adherence and agent attrition; bookings per 100 tickets and show rate for clinic calling; recovered revenue and return on spends.

• Daily, weekly and monthly running of every pod: rosters, shrinkage, queue health, escalations, quality audits and coaching through the team leads.

• Seven-day coverage and festival-peak planning. You are the escalation point for outages, founder escalations, social media and consumer-forum complaints.

• A weekly operating review with a one-page view per pod: goal, actual, gap, and what changes this week.

• Hire and grow assistant managers, team leads and subject experts, and manage performance, including exits. Build a bench so no pod depends on one person.

• Make quality and training work for every pod, not only the biggest one: scoring for calls, chats and emails, calibration sessions, and feedback loops that change what agents do.

• Customer data handling on a pharmacy floor: call-recording consent, prescription data and the data protection law, agreed with Legal and enforced on the floor.

Pillar 2: Build the tools, the automation and the roadmap

You are not a full-stack engineer, but you are technical enough to ship on your own and you do not wait for engineering time.

• Build internal tools and dashboards with low-code platforms (Retool, Appsmith), AI-assisted development (Claude Code, Cursor) and cloud services (GCP Cloud Run, Firebase). Give leadership a live view of CX health and emerging issues.

• Own the integrations between our CX platforms (Nugget for tickets and bots, Ameyo and Exotel for telephony, or their equivalents), the CRM, and our analytics database, through APIs, webhooks and middleware.

• Prototype and ship the AI pieces: smart routing, auto-tagging, auto-refunds, agent assist, chatbot and voice-bot improvements. Own the bot and self-serve roadmap with Product: which contact types move, in what order, and what the quality bar is.

• Keep a CX technology roadmap tied to company goals: what to build, buy or shut down, and when. Decide on speed and plain economics.

• Drive cost per contact down through automation, self-serve and smarter routing, without giving up quality. Know what you would refuse to cut.

• Monitor system health, debug integration failures and keep the critical CX workflows up. Keep the documentation current.

Pillar 3: Fix the processes

You know what a good support floor looks like, from ticket routing to agent training to quality frameworks.

• Audit and redesign workflows across support, sales and onboarding to cut friction, shorten resolution and raise CSAT.

• Write and enforce the standard operating procedures for the messy cases: unresolved delivery tickets, refunds, resends, duplicate orders, prescription holds. Build them so they hold at twice today's volume.

• Keep a dated list of root-cause projects, each with an assumed and an actual impact on contacts per 100 orders, reviewed every week with Product, Supply Chain and Category. Be the person who shows up with the number that proves a customer problem exists.

• Manage the vendors: the outsourced calling partner, telephony, ticketing and bots. You own the service levels, the invoices and the renewals.

Pillar 4: Grow the revenue lines

• Clinic bookings from the calling team, Revenue recovery, proactive outreach, and upsell flows that customers thank us for.

• New channels (WhatsA