Senior Director, Loyalty Growth and Activation, Greater China

leads the Loyalty/Activation function and is accountable for the market's member-growth strategy, lifecycle and CRM direction, loyalty-program governance, KPI architecture, and cross-functional portfolio priorities. The role connects the Global loyalty strategy with Greater China market needs and turns that strategy into clear member propositions, journey logic, operating guardrails, and measurable business outcomes across hotel, owned, partner, and commercial touchpoints. Reporting to the VP, Loyalty and Partnerships, the role works with Global Loyalty, Greater China leadership, Operations, Marketing, Channel Activation, MarTech, Partnerships & Cards, Retail, Analytics, Finance, and Area and hotel teams to achieve two objectives:

1. 01

   Set the Greater China member-growth agenda and lifecycle strategy, balancing acquisition, activation, direct booking, retention, member value, and program health in alignment with the Global Marriott Bonvoy strategy.

2. 02

   Create the direction, decision rights, KPI guardrails, and cross-functional priorities that allow Channel Activation to operate channels, MarTech to deliver enabling capabilities, and hotels and commercial teams to execute consistent member journeys. Success requires a senior business leader who can build scalable membership and private-domain/owned-relationship growth mechanisms from the ground up, translate them into consistent execution across properties and customer touchpoints, lead and develop a team, make evidence-based portfolio trade-offs, and connect strategy, customer insight, operations, data, technology, and commercial execution. The role sets business direction and accountability; it does not replace the day-to-day channel operations ownership of Channel Activation or the platform and delivery ownership of MarTech. Overarching outcomes include: • Member Acquisition: Grow a healthy, contactable member base through clear value propositions, prioritized growth sources, and consistent enrollment quality guardrails. • PAM Activation: Build lifecycle and CRM strategies that move members from enrollment to first value, active engagement, and repeat behavior. • Direct and Member-Led Commercial Outcomes: Increase the contribution of active members to direct booking and other approved member-linked commercial outcomes. • Member Experience and Retention: Strengthen loyalty, recognition, retention, and lifetime value through relevant propositions and consistent digital and on-property experiences. • Growth Governance: Establish one KPI architecture, portfolio cadence, and scale/repair/stop discipline across loyalty growth initiatives. CANDIDATE PROFILE Education and Experience • Bachelor's degree in Business Administration, Marketing, Hospitality, Economics, Data or a related discipline; advanced degree is an advantage. • Typically 10 or more years of progressive experience in loyalty, membership, CRM, customer growth, digital commerce, lifecycle marketing, or a closely related field, including significant people and portfolio leadership responsibility. • Demonstrated success building from zero to one, scaling, or materially improving an end-to-end membership, CRM, or private-domain/owned-relationship growth model with measurable outcomes in activation, repeat purchase, retention, direct conversion, spend, or customer lifetime value. • Fluency in spoken and written Chinese and English. Key experience includes: • Membership and CRM system building, including proposition and benefit design, tiering, segmentation, lifecycle operations, trigger and contact logic, first-value journeys, retention, and high-value member development. • Full-funnel private-domain/owned-relationship operations across relevant ecosystems such as enterprise WeChat communities, Mini Programs, official accounts, video accounts, apps, partner platforms, and offline or property touchpoints. • Public-to-private traffic integration and data-driven activation using segmentation, tagging, targeted outreach, and performance measurement across acquisition, conversion, engagement, repurchase, and retention. • Setting KPI frameworks and using customer, channel, and commercial data to prioritize investments, manage a portfolio, and make scale, repair, or stop decisions. • Leading teams and establishing operating disciplines, decision rights, RACI, governance cadences, and cross-functional delivery across business, operations, marketing, technology, data, and property stakeholders. • Translating customer and business strategy into practical data, platform, automation, measurement, and operating

without needing to be the technical delivery owner. • Building senior relationships and influencing Global, continent, market, Area, hotel, owner/franchisee, and external partner stakeholders. • Strong financial and commercial acumen, learning agility, and cross-industry or multi-brand operating experience, with evidence of transferring a successful playbook into a new context without losing execution momentum. • Hotel or premium-hospitality, O2O or offline operations, and customer-data or tagging-infrastructure experience are valuable but not required. CORE WORK ACTIVITIES: Member Growth Strategy and Portfolio Direction: • Own the Greater China member-growth strategy and translate enterprise and market priorities into an integrated multi-year agenda across acquisition, activation, direct booking, retention, and member value. • Define priority member segments, propositions, lifecycle opportunities, and strategic use cases based on customer needs, market potential, economics, and Marriott Bonvoy brand and program principles. • Set portfolio priorities and recommend resource and investment trade-offs using business value, urgency, feasibility, capacity, measurement readiness, and risk. • Maintain a consolidated view of loyalty initiatives, dependencies, outcomes, and capability gaps; escalate choices that require VP or cross-functional leadership decisions. Lifecycle, CRM, and Owned-Relationship Strategy: • Lead the end-to-end member lifecycle strategy from enrollment and onboarding through first value, active engagement, repeat behavior, retention, and high-value member development. • Define segmentation, audience, offer, journey, contact-policy, trigger, and content requirements across hotel, app, Mini Program, WeChat, email, partner, and other approved touchpoints. • Establish reusable lifecycle playbooks and testing agendas that can be executed by Channel Activation, properties, Marketing, and other operating teams. • Ensure each priority journey has a clear baseline, owner, measurement plan, operational handoff, and outcome write-back. Loyalty Program Governance, Localization, and Member Experience: • Serve as the senior in-market lead and conduit for the Global Marriott Bonvoy program, representing Greater China requirements and ensuring alignment with global strategy, standards, economics, and governance. • Lead market-relevant localization of loyalty propositions, experiences, communications, and operating guidance based on member insight, brand strategy, and commercial opportunity. • Partner with Operations, Area teams, and hotels to strengthen enrollment quality, recognition, elite and member experience, associate understanding, and performance against loyalty standards. • Provide leadership-level support for owner/franchisee engagement, program education, issue escalation, and deployment of material loyalty changes. KPI Architecture, Insights, and Performance Governance: • Own the KPI framework and guardrails for member growth, including definitions, baselines, targets, leading indicators, outcome measures, and source-of-truth requirements. • Partner with Analytics, Finance, MarTech, and operating teams to establish reporting cadences, diagnose performance drivers, and distinguish activity, attributed impact, and demonstrated incrementality. • Chair regular portfolio and performance reviews and drive scale, repair, stop, or redesign decisions based on evidence. • Ensure loyalty reporting links member volume to downstream quality and value measures such as activation, first stay or first value, retention, direct contribution, and CLTV where available. Channel Activation Direction and Operating Governance: • Set the member strategy, business objectives, priority use cases, audience and journey guardrails, KPI logic, and investment boundaries for Channel Activation. • Partner with the Channel Activation leader to translate agreed Loyalty and Marketing direction into an integrated channel plan, while preserving clear accountability for day-to-day traffic, campaign, funnel, calendar, testing, and optimization operations within Channel Activation. • Define decision rights, handoffs, service expectations, and escalation paths so that the operating model improves speed-to-market rather than adding an approval layer. • Review channel performance and decide with relevant owners whether use cases should scale, be repaired, or stop; introduce broader revenue or P&L accountability only when capability and measurement maturity support it. MarTech, Data, and Measurement Partnership • Translate member-growth and lifecycle priorities into clear business requirements for identity, consent, data, tagging, audiences, triggers, automation, integration, and measurement. • Partner with MarTech as the capability backbone; provide business priorities and acceptance criteria while MarTech owns platform roadmaps, technical delivery, data connections, automation, and measurement enablement. • Champion adoption of reusable capabilities and ensure that new functionality is connected to real use cases, operating ownership, and measurable outcomes. • Identify structural data or measurement risks and sponsor durable governance or architecture remedies with the appropriate technical and data owners. Cross-Functional Leadership, Team, and Change: • Build, lead, coach, and develop a high-performing Loyalty/Activation team with clear roles, objectives, development plans, and accountability for outcomes. • Lead through influence across Global, Greater China, Marketing, Operations, Commercial, Partnerships & Cards, Retail, MarTech, Analytics, Finance, Legal, HR, Area, and hotel stakeholders. • Establish operating rhythms, capacity and resource reviews, and change-management plans that protect business continuity while new capabilities and ways of working are introduced. • Model Marriott leadership values, make transparent decisions, and create an environment in which teams can challenge assumptions, learn quickly, and deliver with discipline.