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About the Role

The Studio Area Manager leads a cluster of 3–5 Alts studios and owns the overall performance, leadership, and operational health of the district. This is a leader-of-leaders and business ownership role, ensuring alignment between client experience and tailoring teams while driving business performance across key metrics.

Responsibilities

• Own the overall performance of a cluster of 3–5 Alts studios.
• Own district performance across NPS, retention, production, labor cost, quality, profitability, and operational execution.
• Regularly review studio and district performance to identify trends, opportunities, and gaps.
• Understand the relationship between client experience, staffing, productivity, quality, and financial performance.
• Identify underperforming locations or operational areas early.
• Develop clear action plans with measurable expectations and timelines.
• Follow through until improvement is demonstrated and sustained.
• Use data, field observations, and business judgment to determine where your attention will have the greatest impact.
• Allocate time across the district based on performance, complexity, leadership capability, and business need.
• Provide senior leadership with clear visibility into performance, risks, opportunities, and actions.
• Own production performance across the district while partnering closely with TSM leadership.
• Own and improve Production Ratio / Productivity.
• Monitor production capacity against current and forecasted volume.
• Ensure staffing and production capacity are aligned with business demand.
• Identify bottlenecks before they impact turnaround time or the client experience.
• Partner with TSMs to understand individual and team productivity.
• Identify shops or teams operating below expected productivity levels.
• Develop corrective plans when production performance is off target.
• Support cross-shop production solutions when appropriate.
• Protect production speed while maintaining craftsmanship and quality.
• Identify recurring production inefficiencies and address the root cause.
• Own labor performance across the district and ensure resources are being used responsibly.
• Own Labor Cost performance.
• Ensure schedules reflect volume, production needs, appointments, and business demand.
• Identify overstaffing and understaffing early.
• Challenge unnecessary labor and additional hours.
• Monitor overtime and staffing efficiency.
• Anticipate seasonal labor needs.
• Understand the connection between revenue, volume, productivity, staffing, and labor cost.
• Partner with Recruiting on current and future staffing needs.
• Ensure existing talent is being effectively utilized before adding labor.
• Adjust staffing plans when business performance changes.
• Coach and develop Shop Experience Managers into strong, independent owners of their studios.
• Set clear expectations and accountability for Shop Experience Managers.
• Conduct regular 1:1s, performance conversations, business reviews, and development planning with Shop Experience Managers.
• Hold managers accountable for their studio's performance and commitments.
• Help managers understand the connection between their decisions and business results.
• Coach rather than automatically solving problems for them.
• Give timely, direct, fact-based feedback to managers.
• Identify strengths, development opportunities, and high-potential talent within the management team.
• Build individualized development plans for managers.
• Recognize and retain high-performing leaders.
• Address underperformance with urgency and consistency.
• Build a strong leadership bench and develop future Store Managers and Studio Area Managers.
• Serve as the leadership partner and tie-breaker between the Shop Experience Manager and TSM.
• Ensure both leaders understand and respect their respective areas of ownership.
• Create alignment between client experience, operational needs, production, and craftsmanship.
• Ensure the two leaders operate as one leadership team.
• Resolve ownership or priority conflicts quickly.
• Coach both leaders on communication, collaboration, accountability, and conflict resolution.
• Identify recurring partnership issues and address the underlying cause.
• Step in when leadership alignment breaks down.
• Make the final call when a decision cannot be resolved at the studio level.
• Own district-level client experience performance while maintaining clear studio-level ownership with the Shop Experience Manager.
• Drive district NPS toward the company target of 70.
• Monitor resolution, retention, returning-client share, client issues, and other key indicators.
• Identify patterns across studios.
• Coach managers on opportunities to improve the client journey.
• Review significant escalations and support managers when additional leadership is required.
• Ensure client issues are resolved in a timely, professional manner.
• Identify operational causes behind repeated client issues.
• Share successful practices across the district.
• Ensure recurring issues do not become systemic problems.
• Own district-level visibility and accountability around quality in partnership with TSM leadership.
• Monitor RFA and QC trends.
• Identify recurring defects or operational breakdowns.
• Partner with TSMs to understand root causes.
• Ensure corrective action plans are established and followed through.
• Identify upstream issues contributing to recurring quality problems.
• Track progress and escalate systemic issues when necessary.
• Ensure QC standards are consistently followed.
• Protect craftsmanship while balancing productivity and client expectations.
• Lead teams through change, including company priorities, operational processes, technology, leadership structure, staffing, performance expectations, policies, training, and new studio openings or transitions.
• Understand the purpose and expected outcome of change.
• Clearly communicate the 'why' behind changes.
• Translate company direction into specific actions for studio leadership.
• Identify resistance, confusion, or execution gaps.
• Coach leaders through transitions.
• Follow up to ensure adoption of changes.
• Surface relevant field feedback to senior leadership.
• Hold teams accountable for moving forward once direction has been established.
• Maintain a strong and intentional presence across assigned studios.
• Conduct meaningful studio visits focused on performance, coaching, and leadership development.
• Understand each studio beyond what is visible through reporting.
• Identify operational or leadership issues through direct observation.
• Determine where your physical presence will have the greatest impact.
• Support studios through transitions, staffing challenges, performance improvement, and significant business changes.
• Partner with Central Office teams to solve recurring field challenges.
• Operate beyond the needs of one individual studio and identify patterns across the district.
• Identify root causes rather than treating symptoms.
• Distinguish isolated issues from systemic problems.
• Prioritize the issues with the greatest business impact.
• Develop practical, measurable solutions.
• Test and adjust approaches when necessary.
• Escalate appropriately without simply passing problems upward.
• Bring recommendations — not only problems — to senior leadership.
• Replicate successful practices across studios.

Requirements

• 3+ years of multi-unit leadership experience in a service, hospitality, retail, or operational business, or significant senior single-unit leadership experience.
• Experience directly managing and developing managers.
• Demonstrated ability to coach leaders while maintaining strong accountability for results.
• Experience managing labor, productivity, staffing, and operational performance.
• Strong understanding of business and client experience metrics.
• Proven ability to analyze KPIs and translate data into actionable plans.
• Strong communication, coaching, and conflict-resolution skills.
• Experience successfully leading teams through operational or organizational change.
• Comfortable making decisions and serving as a tie-breaker when leadership priorities conflict.
• Ability to travel regularly between assigned studios.
• Strong organizational skills and ability to operate independently.
• An appreciation for craftsmanship, quality, and exceptional client experiences is essential.

Skills

• Leadership development
• Business ownership
• Operational health
• Client experience management
• Craftsmanship
• Production management
• Team leadership
• Performance management
• Data analysis
• Change management
• Conflict resolution
• Strategic problem solving
• Communication
• Coaching
• Organizational skills

Location

• New York Metropolitan Area

Work Type

• Full-time

Experience Level

• Multi-unit leadership
• Senior single-unit leadership

Salary/Compensations

• 90,000–100,000

About the Company

• At Alts, we're building a new model for modern tailoring by bringing together exceptional craftsmanship, an elevated client experience, strong leadership, and operational discipline.