قائد تجربة العملاء

About the Role

Jisr's customer experience today is delivered by several different teams, Sales, AM/CS, Support, Product, Design, and Marketing, each doing good work inside their own function, with no single view of whether the experience is actually consistent, or good, end to end. This role exists to build that view, and to hold the whole organization to one real standard.

This is not a customer support leadership role, and it doesn't own delivery in any single function. It's an independent quality and audit function for customer experience, closer in spirit to an internal audit team than a CS team. The CX Lead builds a small, dedicated pod that reviews, audits, and reports on CX quality across the entire org, and drives fixes through influence and escalation rather than direct authority over the teams being reviewed.

Independence — Why This Role Is Structured Differently

This role reports outside the functions it reviews, on purpose. A CX audit function that sits inside CS, Sales, or Support ends up marking its own homework. This pod's credibility depends on being seen, by every function it touches, as independent, fair, and not carrying anyone's internal agenda. Whoever takes this role needs to be comfortable being the person who tells a VP their team's numbers don't match reality, and needs the organizational backing to make that land.

What You'll Own

• A single, company-wide CX quality standard, what “good” actually looks like at every stage: pre-sale handoff, onboarding, day-to-day support, renewal, escalation, and self-serve/community touchpoints. Today each function defines this for itself; this role defines it once, for everyone.

• A recurring, independent audit program, not passive dashboard-watching, but actively reviewing real tickets, calls, onboarding cases, and renewal conversations against the standard, across every customer-facing function.

• Root-cause investigations on major CX failures, when something goes wrong at scale (a rocky pricing rollout, a support SLA breach pattern, an onboarding failure in a specific segment), this pod investigates it properly and reports what actually happened, not just that it happened.

• A unified CX health scorecard across the full customer lifecycle, reported directly to leadership, one number and one narrative the whole company can be held to, replacing each function's own separate view of “how we're doing.”

• Connecting CX quality directly to retention risk, tying findings to renewal and expansion data so CX issues get treated as a revenue risk, not just a service-quality footnote.

• Structured mystery-shopping of Jisr's own funnel and support experience on a regular cadence, going through the actual customer journey as a customer would, not just reviewing what teams report about themselves.

• Tracking remediation to closure, when this pod finds a gap, it doesn't just report it and move on. It routes the finding to the right owner, and tracks the fix through to completion.

• In-product experience audits, extend the same independent review discipline to the product itself, not just human-delivered service. Systematically audit usability, workaround rates, and design consistency across modules, the same lens as a one-off feature-request friction analysis, run instead as a standing practice, and hold Product and Design accountable to it, the same as any other customer-facing function. This pod diagnoses and evidences what's broken; it does not design the fix or set a roadmap, that stays with Product.

What We're Looking For

• A background in CX/QA operations, internal audit, consulting or a similar cross-functional quality function, ideally at a B2B SaaS company with multiple customer-facing teams. Relevant certifications such as COPC etc

• Genuine comfort operating without direct authority over the teams being reviewed, this role influences through evidence and escalation, not reporting-line control. Someone who needs a team under them to be effective is the wrong fit.

• Strong analytical instincts, comfortable building scorecards, running root-cause investigations, and synthesizing both hard data and qualitative signals (call reviews, ticket audits, customer interviews) into one clear picture.

• A track record of building something from scratch, not just running an inherited team or process, this function doesn't exist at Jisr yet.

• Enough seniority and presence to tell a function leader their numbers don't hold up, constructively, and have it land.

• Fluent in Arabic and English.

Nice to Have

• Experience setting up an internal audit, QA, or CX center-of-excellence function specifically, rather than joining one already established.

• Familiarity with HRIS/SaaS customer journeys spanning sales, onboarding, support, and renewal, given