Director, BPO & Vendor Management

About this role

Specialty Program Group (SPG) is the wholesale & MGA division of HUB International. SPG acts in a holding company capacity acquiring best in class underwriting businesses to operate independently under distinct brands (portfolio companies). 

  Position Summary The Director of BPO & Vendor Management is a leadership role within Specialty Program Group’s (SPG) Operations organization, providing dedicated, full-time ownership of SPG’s outsourced operations ecosystem. This individual contributor role is responsible for the day-to-day management, performance optimization, and strategic evolution of all BPO and third-party vendor partnerships supporting SPG’s operational platform.

The Director will serve as the primary point of contact for onboarding new work to offshore teams, partnering directly with division business leaders to identify, scope, and transition tasks, and collaborating closely with the Optimization & Transformation team to surface new outsourcing and efficiency opportunities across the platform.

Reporting to the Chief Operating Officer (COO), this role serves as the single point of accountability for BPO partner performance, utilization, service delivery, and the transition from FTE-based to transactional pricing models across SPG’s 7 divisions. The Director will also play a key role in M&A integration, assessing acquired entities’ outsourcing footprints and managing their onboarding onto SPG’s COE model post-close.

Key Responsibilities

COE Model Execution & BPO Roadmap Ownership • Own the end-to-end execution of the COE Functional BPO Model, including the 7-work-cell structure and four-wave account migration plan across SPG’s divisions. • Drive the transition from FTE-based outsourcing to transactional pricing models, establishing unit economics, SLAs, and throughput benchmarks for each work cell. • Manage the COE implementation roadmap, tracking milestones, dependencies, risks, and escalations across all migration waves. • Ensure consistent execution standards and operational readiness as new divisions and functions are onboarded to the COE model. Documentation & Workflow Management • Own and maintain all BPO and COE operational documentation, including process workflows, standard operating procedures (SOPs), task specifications, and training materials, ensuring they remain current and accurate as the model evolves. • Conduct regular reviews of documented workflows to reflect changes in business requirements, system updates, vendor capabilities, and regulatory obligations. • Establish a documentation governance cadence, including version control standards and scheduled refresh cycles, to prevent operational drift between documented procedures and actual practice. • Ensure all onboarding playbooks, knowledge transfer materials, and task-level work instructions are updated following each migration wave or process change.

Vendor & Partner Performance Management • Serve as SPG’s primary day-to-day relationship owner for all BPO and outsourced service partners, including ReSource Pro (RSP), Patra, and any additional current or future vendors across the platform. • Manage ongoing service delivery and performance against SLAs, serving as the central point of communication between SPG and all vendor partners for operational matters, status updates, and strategic alignment. • Own the escalation process for vendor performance issues, service failures, and quality concerns, driving timely resolution and ensuring appropriate visibility to senior leadership when issues require intervention. • Conduct quarterly business reviews (QBRs) with each vendor, evaluating performance against KPIs including turnaround time, accuracy, cost per transaction, and capacity utilization. • Maintain a consolidated vendor spend tracker and outsource utilization dashboard, providing monthly reporting to senior leadership. • Extend vendor management oversight to all third-party operational service providers as the function matures, ensuring a consistent governance framework across the vendor ecosystem.

Offshore Onboarding & Task Transitio n • Partner directly with division business leaders and operations heads to identify tasks and workflows suitable for offshore transition. • Lead the end-to-end onboarding process for new work being moved to offshore teams, including task documentation, knowledge transfer, training coordination, and go-live support. • Develop standardized onboarding playbooks and readiness checklists to ensure consistent, repeatable transitions across divisions. • Monitor post-transition performance during stabilization periods, managing quality checkpoints and feedback loops with both the business and the offshore partner.

Optimization Partnership & Opportunity Identification • Collaborate closely with the VP of Optimization & Transformation and the broader Optimization team to identify new outsourcing, automation, and efficiency opportunities across SPG’s operational footprint. • Provide operational intelligence from vendor performance data, utilization trends, and division feedback to inform the enterprise optimization roadmap. • Partner with Optimization to evaluate AI/RPA overlay opportunities within BPO workflows, identifying areas where automation can reduce manual handoffs and improve cycle times. • Contribute to business case development for new outsourcing initiatives, providing cost modeling, capacity analysis, and vendor capability assessments. • Stay current on strategic vendors’ evolving AI and automation capabilities, product roadmaps, and innovation strategies; serve as SPG’s informed point of contact on how BPO partners are integrating intelligent automation, machine learning, and digital tools into their service delivery models. • Proactively identify and recommend opportunities to leverage vendor-native AI and automation capabilities within existing BPO workflows, actively socializing these opportunities with SPG Optimization and Digital Strategy leadership for ev

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