Great people. Greater business impact.

About CAI

CAI Software builds digital work execution platforms and software solutions that help manufacturing businesses operate with greater clarity and control. Our people bring structure to complexity by replacing fragmented, paper-based processes with connected digital workflows that improve visibility, compliance, and decision-making in real industrial environments. With 45+ years of experience and a presence across 10+ countries, CAI combines deep industry understanding with practical technology. Our team consists of ~800 employees worldwide who work across 15 core industries and support 5,000+ customers, guided by sound judgment, long-term thinking, and outcomes that endure.

CAI Business Units and the Markets We Serve

CAI Software is organized into three business units - Graphic Communications, Process Manufacturing, and Discrete Manufacturing – aligned to the markets we serve. This structure allows our teams to stay close to customer needs while operating with the scale and support of a global software company.

This role is part of our Discrete Manufacturing business unit, which delivers software solutions for manufacturers that produce components and assemblies that become part of larger products. Serving small through enterprise manufacturers in industries such as aerospace, automotive, industrial equipment, and engineered products, Discrete Manufacturing focuses on modern execution—connecting planning, production, traceability, and automation to help manufacturers run more resilient, efficient, and predictable operations.

CAI India

CAI India is a strategic investment in the company’s future. Our Bangalore Center of Excellence is a place of ownership, expertise, and accountability. Teams in India work on global products end to end, contribute to key decisions, and influence how CAI evolves as a business. This is not a support-led model, but rather a center designed to lead through knowledge, responsibility, and trust.

About the Role

CAI’s Discrete Manufacturing Business Unit is building a Plan to Deliver execution layer above ERP—connecting acquired, domain-specific products into a deployable execution system that can scale across sites. In this space, software value is inseparable from deployment quality, operational reliability, and the ability to operate post–go-live without heroics. CAI Software is seeking a Director of Customer Experience to build and run CX delivery and support from CAI’s Bangalore Center of Excellence (COE). This leader will scale a new offshore CX organization, install repeatable processes and knowledge capture across a multi-product portfolio, and ensure we can transition work from a US-anchored model to a COE-anchored model while protecting customer trust, quality, and retention.

The role will report to the VP of Customer Experience of the BU, this leadership role oversees a global service delivery model. The role will manage a diverse scope encompassing Professional Services, L1/L2 Support, and Managed Services for a global customer base across multiple product lines. This is a high-growth mandate: while the COE currently houses 5 CX employees, you will be responsible for hiring and onboarding 20–30 team members within the first six months. Success in this role requires seamless coordination across US and India time zones to ensure 24x7x365 coverage and high-tier premium support delivery.

This role is the operational builder for the COE CX function. The VP of CX sets the CX strategy, standards, and performance model across the BU & the Director executes that model in Bangalore—building capacity, installing process, and delivering measurable outcomes.

Why this role exists

CAI is scaling offshore delivery rapidly, but the current COE CX team has not been effectively onboarded and lacks consistent operating standards.
CAI products are mature and stable, but CX operations are immature: documentation is inconsistent, processes are siloed by product, and too much customer value depends on tribal knowledge and “heroic” individuals.
CAI must capture and standardize the knowledge required to implement and support a multi-product portfolio so that CX is predictable, scalable, and economically advantaged.
CAI are operating on multiple ticketing/support systems today. A company-wide tech standardization program is in flight; the Director of CX is a critical stakeholder in defining requirements and driving adoption/configuration within the COE.
The COE initiative will not succeed without a local CX leader who can hire, train, and govern at speed while maintaining quality and customer confidence.

Role charter

Mission: Build and lead the Bangalore CX organization as a high-performing delivery engine—making deployments, support, and managed services repeatable, supportable-by-design, and scalable without heroics.

This leader must deliver three outcomes in parallel:

Build and scale: Hire, onboard, and ramp a ~25–35 person COE CX org with strong managers, clear roles, and a durable operating cadence.
Operational excellence: Standardize workflows, knowledge capture, and quality controls so delivery and support are predictable, measurable, and resilient across products.
Adoption and enablement: Drive fast onboarding, documentation, and tooling readiness so the COE can absorb increasing scope from the US team without customer friction.

What you will own (day 1 scope)

COE CX team build-out: recruiting, hiring, onboarding, training, and retention of PS, Support (L1/L2), and Managed Services resources.
Knowledge capture and documentation: product/process documentation, runbooks, as-built standards, and internal enablement to eliminate single points of failure.
Support operations (COE execution): ticket intake, triage, prioritization, escalation management, shift/on-call coverage, and case quality.
Professional Services delivery support: standardized implementation playbooks, handoffs, and operational readiness for go-live (including PS roles that are primarily internal/non-client-facing in support of principal consultants) in partnership with the VP of CX and product-aligned leaders.
BAU / Managed Services (premium support) execution from the COE: service delivery discipline, SLAs, and customer-facing reliability for enterprise accounts.
CX metrics and reporting for the COE: volume, backlog, SLA compliance, response times, MTTR, quality/defects, utilization (where applicable), and productivity.
Tooling adoption readiness: stakeholder input and COE rollout execution for the company’s tech standardization initiative (e.g., unified ticketing/ITSM, knowledge base, and reporting).

Non-negotiable standard: Supportable by design

Supportability is a delivery and operating gate—not a post–go-live scramble. The Director of CX is accountable for enforcing COE execution standards that prevent tribal knowledge, reduce rework, and make performance visible and manageable.
Documented runbooks and knowledge articles for every product area and recurring issue pattern (with ownership and update cadence).
Clear triage boundaries: break/fix vs scope/change; consistent intake, categorization, prioritization, and escalation paths.
Defined SLAs and severity model aligned to customer tiers; professional shift handoffs and on-call expectations where required.
Operational readiness criteria for ownership transitions (Delivery → Support → Managed Services) and for moving work from US teams to the COE.
Reporting that makes performance visible and actionable (volume, backlog aging, FRT, MTTR, reopen rates, quality scoring, and customer feedback).

Key priorities (first 12 months)

Build the COE team at speed: hire, onboard, and train ~20–30 CX team members, with early emphasis on first-line support and documentation/enablement capacity.
Stand up a documentation factory: establish templates, ownership, and cadence to capture product/process knowledge across all current products and eliminate single-point dependencies.
Define scalable COE processes (with the VP of CX): standard workflows for case handling, escalations, incident response, PS handoffs, change control, and managed services delivery.
Transition scope from US to COE without quality loss: execute a staged migration plan by product/function with clear readiness gates and quality monitoring.
Operationalize 24x7 where needed: staffing models, shift planning, handoffs, and on-call professionalism for products/customers that require continuous coverage.
Drive tooling readiness and adoption: represent CX needs in the tech standardization program and ensure the COE executes configuration, training, and adoption as new systems come online.
Make performance measurable: implement dashboards and weekly operating reviews that translate metrics into actions (quality, speed, backlog, utilization, and customer outcomes).

Success measures

COE scale and ramp: hiring plan achieved on timeline; reduced time-to-productivity for new hires; strong retention and manager effectiveness
Quality and reliability: SLA adherence, improved first-response time (FRT) and MTTR, lower reopen rates, and fewer high-severity escalations driven by process gaps
Knowledge maturity: measurable growth in documentation coverage and runbook quality; reduced dependency on specific individuals; faster onboarding and issue resolution
COE leverage: increased share of CX work executed from the COE while maintaining or improving customer satisfaction and delivery outcomes
Operational visibility: consistent reporting on backlog, aging, incident trends, and productivity; predictable performance management cadence
Tool adoption outcomes: successful transition to standardized CX systems (ticketing/ITSM/knowledge/reporting) with high adoption and clean data

What are we Looking For

We are hiring a hands-on builder who combines strong people leadership with process design and operational discipline. The right candidate is energized by building from the ground up inside a mature product environment—and can install both quality talent and quality process quickly.

Must-have experience

Built and scaled a CX, Support Operations, Services Delivery, or Managed Services team in India (ideally Bangalore) in a global B2B software environment.
Demonstrated ability to move from tribal knowledge to repeatable process: SOPs, runbooks, knowledge management, quality controls, and measurable performance.
Led multi-function CX operations that include Support (L1/L2 and escalations), Professional Services delivery support, and/or premium support models.
Experience operating in a multi-product or post-acquisition environment with inconsistent tooling and processes—and driving standardization under pressure.
Comfortable in establishing 24x7 coverage models: staffing plans, shift management, handoffs, and incident/escalation rigor.
Fluency in CX success metrics: backlog/aging, SLA performance, FRT, MTTR, reopen rates, CSAT/NPS (where applicable), utilization/productivity, and quality scoring.
Exceptional written and verbal communication: can document clearly, align stakeholders, and lead through ambiguity and change.

Strong plus

Manufacturing software domain credibility (MES / QMS / traceability / EDI / industrial SaaS).
Experience implementing or migrating to enterprise service management tooling (e.g., unified ticketing/ITSM, knowledge base, reporting) and driving adoption.
Exposure to ITIL-style incident/problem management and service quality frameworks (pragmatic, not bureaucratic).
Experience partnering with Product and Engineering to improve operability, release readiness, and supportability-by-design.

Red flags

Has only led steady-state teams and has not built processes, documentation, and onboarding from scratch.
Cannot hire and ramp quickly; over-indexes on personal heroics instead of installing repeatable systems and accountable owners.
Avoids metrics or cannot translate data into operational actions and performance management.
Struggles to communicate clearly across geographies and functions; escalations become noise instead of structured problem-solving.

Travel

Expected travel: occasional travel to US-based teams and/or customer sites as required; periodic travel within India for hiring and leadership development.

Compensation

Compensation will be competitive for the Bangalore market and aligned to experience and scope (base + incentive).

Why Join Us

You’ll have the opportunity to drive some of the most critical transformation initiatives in our company’s history. This is a highly visible role working directly with senior leadership to shape the future operating model of CAI. You’ll bring clarity, discipline, and execution focus to complex cross-functional programs while gaining exposure across every function of the business.