Brief Description
The Senior Director, Member Experience and Growth provides enterprise leadership for CAP's membership growth, retention, engagement, member experience, community, portfolio, and international market-development priorities. The role is accountable for creating a connected, career-long relationship with CAP by aligning membership, education, professional development, community, volunteerism, advocacy, events, and digital experiences around member needs and organizational strategy.
The Senior Director leads integrated planning across the member lifecycle, translates insights and market shifts into portfolio priorities, and recommends where CAP should invest, partner, pilot, scale, consolidate, or discontinue. The role serves as the primary staff strategy partner to the Council on Member Experiences and promotes effective integration across councils, committees, reporting units, and cross-functional teams.
The Senior Director establishes measurable growth and experience goals and works across CAP to strengthen member value, belonging, loyalty, learning impact, and sustainable growth in domestic and international markets.
Source of Supervision
Reports directly to: Vice President, Member Experiences
Direction Exercised
Directly supervises the Director, Member Engagement and Community. Also leads assigned membership growth, lifecycle, portfolio, and international market-development staff and may supervise additional directors, managers, employees, contractors, vendors, or project resources as assigned.
Demonstrates CAP people manager expectations, including establishing priorities, aligning work to strategy, coaching and developing leaders and staff, monitoring performance, supporting succession planning, allocating resources, and fostering an inclusive, collaborative, accountable, and member-centered culture.
Primary Responsibilities
1. Membership Growth and Retention
Establish and lead integrated strategies for member acquisition, conversion, renewal, retention, loyalty, and reengagement in alignment with CAP strategic and financial priorities.
Define growth priorities by member segment, career stage, geography, practice setting, and engagement profile.
Strengthen pathways from medical student and resident engagement into long-term CAP membership and leadership participation.
Partner with Strategic Communications and Marketing on audience segmentation, value propositions, positioning, campaigns, and conversion strategies.
Use membership trends, market research, external benchmarks, satisfaction data, and member feedback to identify growth opportunities and retention risks.
Identify drivers of loyalty, engagement, renewal, attrition, and lapse and sponsor coordinated interventions across the organization.
Guide development and evaluation of membership benefits, pricing approaches, dues structures, categories, and packages in partnership with appropriate stakeholders.
Establish measurable goals and dashboards for recruitment, conversion, renewal, retention, reengagement, satisfaction, engagement, and financial performance.
Communicate membership insights, progress, risks, and recommendations to executive leadership, councils, committees, and cross-functional teams.
2. Member Experience and Lifecycle Strategy
Own the enterprise member experience and lifecycle strategy across the full pathology career continuum, from prospective pathologists and trainees through senior practitioners and laboratory leaders.
Define audience-specific journeys and value pathways that connect education, professional development, community, volunteerism, advocacy, events, publications, and digital experiences.
Ensure member needs and expectations are translated into coordinated experiences rather than isolated programs or transactional touchpoints.
Sponsor member journey mapping and lifecycle analysis to identify unmet needs, transition points, experience gaps, friction, and opportunities to deepen value.
Create clear experience principles…