“Finance here isn't about the numbers — it's about knowing what the numbers are trying to tell you.”
Jordan Behem, Senior Operations Manager
- 01
How has your workflow changed since the transformation started?
Operations management used to mean a lot of reactive problem-solving — something breaks, you fix it, you document it. Now I have agents running continuous monitoring across merchant activation rates, SLA compliance, and escalation volumes. Exceptions surface to me before they become problems. I spend more time designing the monitoring logic and less time firefighting. The work moved upstream.
- 02
What does it mean to operate alongside agents in your function?
Agents handle the pattern recognition — flagging merchants who are trending toward churn, identifying process bottlenecks by analyzing ticket queues, surfacing SLA breaches before they hit reporting. I handle the judgment calls — what's the root cause, what's the right intervention, which exception needs a policy change versus a one-time fix. The split is working well.
- 03
What would you tell someone considering joining Groupon right now?
Operations here is not a cost center with a service-level agreement. It's a strategic function that determines whether the merchant experience holds up at scale. If you want to build systems rather than run manual processes, and if you want to use AI tools that are actually wired into real operational data, this is one of the better places to do that kind of work.
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Building across engineering, product, data, sales, ops, finance, and people. Every role is an Operator role.
We get people offline through quality local experiences at great value. That's still the mission. Everything above is what it takes to deliver it in 2026.