About the job
What Will You Be Doing?
- Rider Retention & Churn Management: Formulate and execute strategies aimed at enhancing rider retention while effectively reducing churn across all operational areas. Collaborate with the performance team to analyze data, identifying churn trends, early warning signs, and areas for proactive intervention. Partner with Operations, 3PL/Vendor Management, and Rider Support teams to roll out focused retention initiatives.
- Rider Satisfaction & Value Proposition Insights: Oversee the administration of regular Rider Satisfaction, NPS, and Value Proposition surveys. Monitor satisfaction KPIs and pinpoint critical pain points affecting the rider experience. Employ root-cause analysis through both quantitative and qualitative data. Present findings and actionable recommendations to senior leadership and cross-functional stakeholders.
- Action Planning & Continuous Improvement: Transform insights and root causes into actionable strategies that address experience deficiencies. Collaborate with cross-functional teams (Operations, Finance, Marketing, Dispatch & 3PL Partners) to implement and track improvement initiatives. Assess the impact of implemented actions and refine approaches as necessary.
- Partnerships & Rider Benefits Ownership: Co-manage the process of identifying, negotiating, and finalizing partnerships that enhance rider benefits (e.g., telecommunications, insurance, retail, mobility, health, financial services). Foster strong relationships with external partners to deliver sustainable, high-value benefit programs. Ensure all partnership benefits align with talabat’s rider value proposition and yield clear ROI.
- Stakeholder Management & Communication: Cultivate strong collaboration with internal teams including Dispatch, Marketing, Finance, and Legal to support new initiatives. Communicate updates, insights, and performance metrics to relevant teams and leadership. Support high-impact events and engagement activities that foster rider appreciation and community building.
