Operations Team Lead

About the role

This is a remote, full-time hourly position, starting at $30+/hr.

As an Operations Team Lead at Generator Health, you’ll lead a team of Operations Specialists who execute the workflows that get patients access to their medications. Reporting to the Operations Queue Lead, you’ll own your team’s productivity, quality, and SLA performance, and you’ll be accountable for building the systems and routines that keep those numbers strong as the team grows.

This is a hands‑on leadership role managing a team of 10 or more specialists. Your time will be split between people management and direct casework — particularly handling escalations — coaching specialists, and finding the leverage in process, training, or tooling that lets the team move faster without losing rigor. The measure of success is not just whether targets are hit, but whether your team ramps faster, performs more consistently, and stays longer because of how you lead.

You’ll partner closely with leadership and cross‑functional teams to translate strategy into the day‑to‑day practices that keep the team performing at a high level. If you love operating systems, building teams, and seeing your decisions show up in the numbers the next day, this is a role where that work matters — it directly affects whether patients get the therapies they need, on time.

• Own your team’s core operational metrics — Productivity, quality, and SLA targets met or exceeded month over month, held consistently across the team — not carried by a few high performers. You use data to run your team: monitor performance daily, identify gaps and bottlenecks, diagnose root cause before jumping to fixes, and act on what the numbers tell you.
• Develop a team that gets measurably better — Every team member knows what success looks like and where they stand against it. You give direct, specific feedback in the moment. You build ramp plans that close the gap between top and bottom performers. Underperformance is addressed early with a plan, not in a quarterly surprise.
• Make the right call on escalations — Diagnose what went wrong, decide quickly whether to own it or escalat it, resolve the immediate issue, and translate the lesson into a process or training change so it doesn’t recur. You don’t over‑escalate out of caution or under‑escalate out of pride — you make sound, consistent calls in gray‑zone situations under pressure.
• Onboard and train new specialists — New specialists hit full productivity faster than today’s baseline, with less variance between top and bottom performers. When ramp breaks down, you diagnose it and fix it in training, SOPs, or tooling — not by telling people to try harder.
• Build infrastructure ahead of headcount — SOPs, quality audits, analytics, time studies, and reporting are in place before the next wave hits. The team absorbs higher case volume without proportional headcount growth, and quality and SLA hold as throughput rises. You actively look for leverage through tooling, automation, and AI to reduce manual burden.
• Give leadership accurate, timely visibility — Surface what’s working, what’s breaking, and where the risks are — before anyone has to ask. Surprises are rare. Bad news arrives early enough to act on.

• Have 2–5 years of experience leading or operating in a process‑driven, SLA‑driven environment — owning workflow execution, quality, productivity, or throughput — with at least 1–2 years directly managing a team of 5 or more where you owned team‑level metrics. A background in healthcare operations (prior authorization, patient access, pharmacy, RCM, or similar) is a significant advantage.
• Can point to specific metrics you owned and improved — productivity, quality, SLA, ramp time, or similar — and explain what you did to move them.
• Have personally worked the queues or workflows you managed, and your credibility with the team came from knowing the work — not just overseeing it.
• Know how to coach: you give direct, specific feedback, develop people deliberately, and have made your reports measurably better at their jobs.
• Are comfortable with ambiguity — you can take a half‑defined problem,…