Workplace Experience Manager

The Workplace Experience Manager owns the program that makes the in-office day worth showing up for, and leads the team that delivers it. The remit is the experience of the workplace as a service: the experience strategy and the service standards across the sites; the events, amenities, and perks program and the budget behind it; office readiness - whether the floor, the rooms, the food, and the front-of-house are ready before people need them; the office-request queue that turns a workplace problem into a resolved one; the in-office employee experience in a hybrid model, where the office competes with working from home; workplace communications; and the vendor and amenity partnerships (hospitality, catering, events, amenity providers) that most of the delivery runs through. Core ownership is how the workplace feels and how ready it is, measured as service levels, issue-resolution time, and office readiness - not the building's mechanical reliability and not the company's culture at large. This seat leads a team of two to eight - workplace experience coordinators, office coordinators, hospitality staff, front-desk ambassadors - reports to a Director of Workplace / Head of Facilities (in a smaller company, to an operations or people leader), works closely with the Facilities Manager who keeps the building itself running, and stays close enough to the floor to walk it, feel the experience a real employee gets, and fix the friction. Performance is visible in employee service levels, issue-resolution time, office readiness, and in-office engagement - with weight on whether those hold as the footprint and the headcount grow. It is not a Workplace Experience Coordinator, the individual contributor who executes and coordinates the experience day to day - staging the events, running the front desk, working the request queue - the work this manager owns the program, the standards, the budget, and the team for; not a Facilities Manager, who owns the physical building - preventive maintenance, building systems, safety, and the facilities budget - the reliable foundation this experience program sits on top of; not a People and Culture Manager, who owns the company-wide culture and engagement programs including the fully-remote population - values, recognition, belonging - while this seat owns the physical-workplace experience specifically; and not a Director of Workplace / Head of Facilities, who owns the workplace strategy, the real-estate and portfolio calls, and the budget this manager recommends into. What separates great from average here is whether the office earns the commute or just fills a policy. A mediocre Workplace Experience Manager buys the snack wall, books the party, and reports attendance and spend - mistaking generosity for experience and a full calendar for a good office. A great one engineers the in-office day so the first ten minutes work, the rooms are ready, the request queue does not swallow anything, and the events and amenities map to what people actually use; programs to observed behavior rather than to what sounds nice in a budget line; and makes the physical workplace a reason to come in rather than a reason to stay home - while handing the building to Facilities and the company-wide culture to People and Culture rather than annexing either.