Senior Director, Client Experience

About this role

Senior Director, Client Experience
About the Role
Market My Market is looking for a Senior Director, Client Experience to own the Client Experience department. Today that department serves more than 320 clients and is made up of two Directors, Client Experience, roughly 11 Client Experience Managers, and 7 Client Success Assistants. This is the leader our two Directors report to, and the person the whole department looks to for direction, standards, and accountability.
This is a leadership seat first. It is built for someone who has already run a client-facing organization inside a fast-growing digital marketing agency, who knows what it takes to keep clients for years, and who can set the tone for how an entire department communicates, inspects its own work, and gets ahead of problems before clients feel them.
You will also keep your feet wet by managing a small portfolio of approximately five accounts of your own, so you are living the same client conversations, reports, and results your team is accountable for. You will own retention, the client messaging standard, and the department's operating rhythm. You will look at the KPIs every week, ask the questions no one else is asking, and teach your directors and their teams to do the same. When something is off, you will propose the fix, not just flag the issue. The Senior Director, Client Experience reports to the CEO and sits on the leadership team.
What You Will Own
Department Leadership & Accountability

• Lead, coach, and hold accountable Client Experience Managers a team of roughly 11 Client Experience Managers and 7 Client Success Assistants serving 320+ clients. This role will have a handful of direct reports, and will also monitor the success of Client Experience Managers and Client Success Assistants that report to other Directors of Client Experience

• Set clear expectations and scoreboards for every seat in the department, then inspect against them consistently. Praise in public, correct in private, and never let a miss go unaddressed.

• Own the department's operating cadence: weekly KPI reviews, portfolio health reviews, one-on-ones, and quarterly rocks that ladder up to company goals.

• Build the bench. Identify and develop the next generation of CX leaders and make sure every director and manager has a growth plan.

• Represent Client Experience on the leadership team and partner with the SEO, Content, Paid, Creative, and Business Development leaders so clients experience one company, not five departments.

Client Retention & Portfolio Health

• Own client retention and lifetime value across every account the department manages. Retention is the number this role is measured on first.

• Build and run an early-warning system for at-risk clients: know which accounts are drifting before they tell us, and make sure there is a documented save plan and an owner on every one.

• Personally get involved in the accounts that matter most and the escalations that could cost us a client, then turn what you learn into a repeatable playbook for the team.

• Drive renewals, upsell, and cross-sell as a natural outcome of well-run accounts, working closely with Business Development.

• Set the standard for onboarding, the first 90 days, and QBRs so every client understands what we are doing, why, and what it is producing.

• Manage approximately five client accounts of your own to the same standard you hold the team to, and use that hands-on experience to keep your coaching, playbooks, and expectations grounded in reality.

Messaging & Value Communication

• Own the messaging standard for the entire department: how we talk about results, how we explain what happened in a month, how we deliver hard news, and how we frame the next recommendation.

• Build the frameworks, templates, and talk tracks that turn rankings, traffic, calls, and leads into a clear ROI story a practice or business owner cares about.

• Review client-facing communication, reports, and meeting recaps regularly and coach to the standard. If a client is confused about the value they are getting, that is on us.

• Make sure every CXM can explain the full MMM offering, including SEO, paid ads, content, web, and Google Business Profile, and position it in a way that fits each client's goals.

KPIs, Inspection & Proactive Operations

• Define the department's KPIs, including retention, NPS, response time, meeting cadence, upsell, and portfolio health, and report on them to the CEO and leadership team every week.

• Look at the numbers before anyone asks. Spot the trend, dig into the cause, and show up with a point of view and a recommendation.

• Teach the team to be proactive, not reactive. Build the habits and checklists that mean clients hear from us with the answer, not the other way around.

• Audit the work: sit in on client calls, read the reports, review the Asana boards, listen to CallRail calls, and use what you find to raise the bar.

• Get the most out of the tools we have already invested in, including Zoom Revenue Accelerator, HubSpot, Claude, Replit, and our internal apps, then push them further. Use call intelligence to coach, CRM data to spot risk, and AI to take manual work off the team's plate.

• Champion automation and AI inside the department so the team spends its time on strategy and relationships instead of manual work, and hold the team to actually adopting what we build.

Solutions & Opportunities

• Come to the table with solutions. When a process breaks, a client churns, or a report misses the mark, own the root cause and bring a proposed fix with a plan to roll it out.

• Look for opportunities others miss: new service lines clients are asking for, packaging that would retain better, processes that would free up capacity, and gaps between what we sell and what we deliver.

• Partner with the SEO Director, Content Director, and PPC Manager on delivery issues that show up in client conversations, and push for fixes that stick.

• Contribute to…