The Director of Business Optimization will be responsible for identifying, developing, and implementing strategies and optimization changes to improve the operational efficiency, quality, service, and effectiveness of our business operations. The Director of Business Optimization will also assist and support the CIO in the overall group objectives and serve as a member of the leadership team for Digital Products and Services.
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What we’re looking for in a Director:
Passionate about continuous improvement.
A strong track record of individual performance, combined with a desire to develop a team of high performers who continually raise the bar.
Is a reflection of Cru’s Leadership Framework
DICE qualities are non-negotiable. You’ll be expected to live out DICE every day.
Good relationships with others are non-negotiable. That doesn’t mean you have to be best friends with everyone at Cru. It means you need to be able to relate well to and respectfully work with people you might not choose to hang out with on the weekends.
Above average in at least two of the four roles of a leader, with a desire to improve in the other two.
Be good or great in at least 3 of the responsibilities of a leader, with a desire to become great at all of them.
Understands the specific roles/responsibilities of the individual contributors in their scope well enough to establish measurable performance expectations and hold people accountable to them.
What will be expected of you as a director:
50 hour work weeks are the norm, not the exception. A week in which you only work 40 hours will feel like a light week, and more than 50 hours will sometimes be necessary for you to be successful.
If you’re Orlando-based, you’ll be expected to be in the office at least 2 days/week, and preferably in-person for most meetings. If you’re remote, you need to be able to travel to Orlando at least one week per quarter. Additional trips to non-Orlando locations are also likely.
High transparency/vulnerability/psychological safety within the director’s team. Our strengths, weaknesses, and performance in our roles are open conversations within the team. Pride doesn’t have a place on high-performing teams.
Lives out our value of Collective Ownership, owning the whole and supporting other directors as needed, spotting opportunities and pitfalls in achieving the vision of the department, and proposing potential solutions.
Actively invest in being mentally, physically, and spiritually healthy. All three of those dimensions impact your performance at work, which means you need to invest in all three to be the best you can be.
You will be expected to read/listen to books on a shared reading list, at a rate of at least one book per month.
Don’t take yourself too seriously. You’ll be expected to live out our departmental values, which include having fun :) You’ll also be reporting to someone who has a dry sense of humor who enjoys the occasional practical joke. Be prepared to laugh a little, at yourself and at unpredictable situations (but never at other people).