Partner & Performance Lead

The Role As our Partner Performance Lead, you own the relationship with our external customer service partner, including the contractual and operational side. Reporting to our Care Lead, you make sure the partnership actually delivers: on quality, on efficiency, and on customer experience. You won’t just track numbers: you turn insights into decisions, decisions into actions, and actions into results.

And you don’t back away from the difficult conversations to get there. In short: you make our service quality excellent, our processes and collaboration run smoothly, and our partner feel like part of the Viking clan. Sounds like a blast? Great. So, your main responsibilities would be to… Own the Partner Relationship Performance Own the contract: manage the contractual dimension of the partnership: SLA commitments, financial follow-up, and contract changes as our business evolves, and lead these discussions with confidence.

When performance slips, you’re the one who calls it, escalates it, and decides what happens next. Own the relationship: be the primary point of contact for our external partner, fostering a transparent and strong partnership built on trust and mutual accountability. Be the bridge: represent our partner’s reality and voice internally, while championing our standards, vision, and culture towards the partner.

Steer the rhythm: lead daily check-ins, weekly syncs, and monthly business reviews to monitor key metrics (Quality, Efficiency, Productivity, CSAT, SLA adherence). Turn data into action: monitor service KPIs, identify trends, and translate them into concrete improvement plans, together with our partner, and following through until they land.

Stay close: visit our partner sites in Ghent and Meknes, Morocco (roughly quarterly) to keep alignment and personal connections strong. Elevate Internal Performance Challenge the status quo: track operational trends and constructively challenge our First Line, Workforce Management, and Operational Excellence leads to sharpen processes and service levels.

Align priorities: ensure targets, forecasts, staffing, and operational goals are fully synced between teams. Close the loop: own escalations and recurring issues end-to-end, leaving no gaps in our processes. Feed the improvement cycle: turn operational signals into real improvements in our tools, content, and workflows together with your colleagues.

Harmonize the customer journey: collaborate cross-functionally to make internal handovers completely seamless for customers. : work across teams so the customer never notices where internal handovers happen.