Mission Delivery Director-North & Northeast Texas

ABOUT GSNETX

Girl Scouts of Northeast Texas (GSNETX) offers amazing opportunities for talented, forward-thinking individuals who share our vision of helping girls and young women change the world for the better.

Here's your opportunity to enhance your career while making a difference in girls’ lives and in the world. At Girl Scouts of Northeast Texas, you can build a rewarding career in everything from working hands-on with girls, to accounting, human resources and project management, to marketing, research—and more.

POSITION SUMMARY

The Director, Mission Delivery Areas 2 & 4, is a strategic leader responsible for driving membership growth, strengthening volunteer ecosystems, and ensuring girls and families have a clear, supported path into Girl Scouting.

This leader oversees the Community Engagement and Volunteer Support teams across Areas 2 & 4, ensuring Girl Scouts is visible, relevant, and accessible within local communities while building the volunteer capacity and support systems necessary for strong, sustainable troop experiences.

In addition to geographic leadership, the Director provides council-wide oversight of the Placement Team, which manages inbound membership inquiries and supports prospective girls, families, and volunteers from initial interest through successful placement and paid membership. This includes ensuring leads are actively managed, families receive timely and effective follow-up, barriers to joining are identified and resolved, and prospective members are connected to the right troop or participation opportunity.

The Director is accountable for connecting the full membership journey, from community outreach and lead generation through prospect conversion and placement, volunteer support, and long-term membership success. They use data, systems, and cross-functional coordination to identify gaps, improve conversion, strengthen troop availability, and create an exceptional entry experience for new members.

The Director leads with adaptability, urgency, and a strong focus on execution. They continuously evolve strategy, systems, and team practices in response to membership trends and community needs, creating the conditions for girls, volunteers, and staff to thrive.

Geographic Area: Serves a diverse territory across North and Northeast Texas, spanning the McKinney/Allen, Garland/Rowlett, Rockwall, Sherman/Denison corridors and surrounding rural communities.

CORE PURPOSE OF THE ROLE

• Lead integrated membership efforts across community engagement, recruitment, prospect conversion, placement, volunteer support, and retention to deliver measurable membership impact.
• Grow and retain membership through data-driven strategy and deep community partnership. 
• Ensure Girl Scouts is present, relevant, joyful, and accessible to every community served. 
• Build high-performing staff through coaching, clarity, accountability, and compassionate leadership. 
• Lead and evolve a community engagement model that drives membership growth through relationship-based recruitment, strong community partnerships, effective prospect conversion, and successful connection to troop experiences.

KEY RESPONSIBILITIES

 STRATEGIC LEADERSHIP & VISION EXECUTION

• Translate council-wide membership goals into actionable strategies, priorities, and plans for Areas 2 & 4.
• Own membership growth, volunteer support, and retention outcomes across assigned geographic areas.
• Provide council-wide leadership for Placement strategy and execution, ensuring inbound membership interest is effectively managed from inquiry through conversion and placement.
• Use membership, pipeline, conversion, and community data to identify trends, forecast performance, prioritize resources, and adjust strategy in real time.
• Connect recruitment, placement, volunteer support, and troop capacity strategies to create sustainable membership growth.

TEAM LEADERSHIP, COACHING & DEVELOPMENT

• Directly lead and manage Community Engagement and Volunteer Support teams across Areas 2 & 4, as well as the council-wide Placement Team.
• Coach and hold Community Engagement Coordinators accountable as community-embedded leaders responsible for recruitment, relationship building, lead generation, and local visibility.
• Provide leadership and accountability for Placement staff responsible for managing inbound membership inquiries, prospect follow-up, troop matching, and conversion to paid membership.
• Lead Volunteer Support staff in strengthening volunteer readiness, troop health, volunteer engagement, retention, and the overall member experience.
• Build a high-performance culture grounded in accountability, adaptability, collaboration, and continuous learning.
• Coach teams to balance relationship building with measurable results, including strong outreach, timely follow-up, conversion, placement, and retention.
• Foster trust, resilience, ownership, and problem solving while maintaining a high standard for execution.
• Lead confidently through change, make timely decisions, and continuously improve team practices based on results and emerging needs.

COMMUNITY ENGAGEMENT & RECRUITMENT LEADERSHIP

• Lead community-based recruitment strategy and execution across Areas 2 & 4 in alignment with council and GSUSA priorities.
• Build and sustain strategic relationships with schools, school districts, community organizations, faith-based organizations, municipalities, and community leaders that expand Girl Scout visibility and membership opportunities.
• Ensure Community Engagement staff operate as trusted, community-embedded partners who build relationships that extend beyond individual recruitment events.
• Ensure Community Engagement Coordinators:
  • Build strong, authentic relationships with schools, community organizations, local leaders, volunteers, and families.
  • Maintain consistent Girl Scout visibility and presence within priority communities.
  • Develop and execute data-informed recruitment plans tied to geographic membership goals.
  • Generate qualified membership leads and create clear pathways for families to take the next step toward joining.
  • Deliver accurate, welcoming, and compelling Girl Scout messaging.
• Use school, community, demographic, membership, and pipeline data to identify recruitment opportunities and gaps.
• Identify barriers to participation and develop strategies that increase awareness, accessibility, and membership opportunities.
• Create strong connections between community recruitment efforts and the Placement Team so generated interest is actively followed through to membership.

PLACEMENT & PROSPECT CONVERSION

• Provide council-wide leadership for the Placement Team and the management of inbound girl, family, and volunteer membership inquiries.
• Establish clear standards for lead ownership, outreach cadence, follow-up, documentation, conversion, and escalation.
• Establish and monitor service standards for prospect response time, outreach frequency, lead aging, conversion, placement, and case resolution.
• Ensure prospective members receive timely, accurate, and personalized support from initial inquiry through paid membership and successful placement.
• Drive conversion strategies that move interested prospects toward registration and reduce lead aging and attrition within the membership pipeline.
• Ensure families are connected to appropriate troop opportunities while identifying and addressing barriers such as troop capacity, geography, volunteer availability, or family readiness.
• Monitor lead volume, aging, outreach activity, conversion rates, placement outcomes, and unresolved demand to identify opportunities for intervention.
• Partner with Community Engagement and Volunteer Support teams to identify where additional troop capacity, volunteer recruitment, or community outreach is needed based on prospect demand.
• Continuously improve the prospective member journey to create a welcoming, responsive, and effective entry experience across the council.

MEMBERSHIP GROWTH & RETENTION

• Own an integrated membership growth strategy connecting community engagement, recruitment, prospect conversion, placement, troop capacity, volunteer support, and retention.
• Translate membership goals into clear team-level priorities, performance expectations, and interventions across the membership lifecycle.
• Align recruitment activity with troop availability and volunteer capacity so membership growth can be successfully absorbed and sustained.
• Use prospect and placement demand to inform where new troops, additional volunteers, or targeted recruitment efforts are needed.
• Strengthen early member and volunteer experiences to support long-term retention.
• Ensure membership strategies are community-informed, culturally responsive, and designed to expand access to Girl Scouting.

CROSS-FUNCTIONAL ALIGNMENT & MEMBER JOURNEY

• Create clear workflows, ownership, handoffs, and communication expectations across Community Engagement, Placement, and Volunteer Support.
• Build strong cross-functional partnerships with Girl Experience, Marketing, Product Programs, Operations, Data, and other council teams to align programming, communications, systems, and resources with membership and community needs. 
• Ensure prospects and members experience a connected journey rather than separate departmental interactions.
• Surface recurring barriers, process gaps, and member feedback to appropriate partners and lead toward practical solutions.
• Ensure community insights and membership demand inform broader council planning and decision-making.

SYSTEMS, DATA & OPERATIONAL EXCELLENCE

• Maintain strong working knowledge of Salesforce, Looker, membership systems, lead-management processes, and reporting workflows.
• Establish strong expectations for data quality, timely documentation, pipeline management, and reporting accuracy.
• Use dashboards and performance reporting to evaluate recruitment, lead conversion, placement, retention, and team execution.
• Lead forecasting and performance management practices that help teams understand current performance, expected outcomes, pace to goal, and the specific actions required to close gaps. Monitor leading indicators, not only final membership results, to identify performance risks and opportunities early.
• Continuously evaluate workflows and systems to improve efficiency, accountability, family experience, and membership outcomes.

 WHAT SUCCESS LOOKS LIKE

• Team Performance: Staff understand their goals, know their pace to goal, own their results, collaborate across functions, and adjust execution based on performance data.
• Data-Driven Execution: Decisions are informed by membership trends, pipeline performance, conversion data, troop capacity, and community demand.
• Membership Growth: Girl and adult membership grows through intentional recruitment, strong conversion, effective placement, and sustainable troop capacity.
• Prospect Conversion: Inbound inquiries receive timely, consistent follow-up, lead aging is actively managed, and interested prospects convert to paid membership at increasing rates.
• Placement Experience: Girls, families, and volunteers experience a clear, responsive path from interest to registration and connection with Girl Scouting.
• Retention Strength: Volunteers receive the support needed to lead successfully, troops remain healthy, and girls and adults choose to renew.
• Community Presence: Girl Scouts is visible, trusted, and accessible across Areas 2 & 4 through meaningful relationships and consistent community engagement.
• Connected Member Journey: Recruitment, Placement, and Volunteer Support operate as an integrated system with clear ownership and seamless handoffs.

LEADERSHIP MINDSETS EXPECTED

• Lead with courage, empathy, and accountability.
• Model urgency, ownership, adaptability, and continuous improvement.
• Lead effectively through ambiguity, change, and evolving priorities.
• Make thoughtful decisions and move forward without requiring perfect information.
• Coach, develop, and empower rather than control.
• Think and operate as a system-builder.

CORE COMPETENCIES

• Strategic thinking 
• Membership growth and conversion leadership
• Member and prospect experience 
• Data literacy 
• People development 
• Community partnership 
• Operational discipline 
• EQ-based leadership 
• Community-based strategy execution 
• Change leadership and adaptability 
• Cross-functional systems thinking

MINIMUM REQUIREMENTS

• Bachelor's degree in Business Administration, Nonprofit Administration, Community Development, Volunteer Management, Community Relations, Marketing, or a related field preferred; equivalent combination of education and at least five years of relevant professional experience considered.
• Demonstrated experience leading teams, managing performance against measurable goals, using data to inform strategy and decision-making, and managing budgets and resources.
• Demonstrate and promote a climate of courtesy, respect and professionalism to coworkers, the volunteers served by this council, and others with whom this job puts them in contact.
• Upon employment, employee must register as an adult member in the Girl Scout organization and subscribe to the tenets of the Girl Scout Promise and Law. 
• Attendance is an essential job requirement defined as having regular, consistent, reliable, punctual and predictable attendance including the ability to work regular hours and shifts, before and after hours, and on weekends, when required.
• Must complete and pass a criminal background check.
• Must hold a valid driver's license.
• Complete and maintain required internal training.

 Our organization’s cultural values: 

• We are relevant. 
• We strive for equity. 
• We put our stakeholders first. 
• We collaborate to get the best results. 
• We own our work. 

PHYSICAL DEMANDS AND WORK ENVIRONMENT

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this position. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 

While performing the duties of this position, the employee is regularly required to speak or hear. The employee frequently is required to use hands or fingers, handle or feel objects, tools or controls. The employee is occasionally required to stand; walk; sit; reach with hands and arms; climb or balance; stoop, kneel, crouch, or crawl, work in an office environment, work in a seated position, and work with computers. 

The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this position include close vision, distance vision, color vision, peripheral vision, and the ability to adjust focus. The noise level in the work environment is usually moderate.