Director Analytics & Reporting

About Chamber

Cardiovascular disease remains the leading cause of death in America. At Chamber, we're rebuilding the system for cardiology, creating a world where outcomes, not volume, define success. We partner with independent cardiologists to help them lead population health efforts in their communities, equipping them with technology, data, and operational tools that turn complex insights into better care for patients.

Our model blends clinical expertise, thoughtful design, and a modern operating platform that supports physicians, patients, and payers alike. We believe innovation and empathy go hand in hand, and by combining cutting-edge AI tools with a relentless focus on human care, we can transform heart health at scale.

Reporting to the Chief Technology Officer, the Director of Analytics & Reporting will build and own Chamber’s central analytics function. Chamber manages multiple value-based cardiology contracts and a growing portfolio of clinical programs, each with reporting obligations to payers, the board, and the teams responsible for day-to-day execution. Today, much of that reporting is assembled around the edges of other roles.

This position brings clear ownership, structure, and consistency to that work.

This is a hands-on, player-coach role. You will write SQL, build models, and ship reporting yourself while establishing the definitions, infrastructure, and governance that allow the company to scale. The goal is not to build a large centralized analytics team. Instead, you will create a governed metric layer that finance, clinical, and operations teams can confidently use, with analyst capacity growing within those functions over time.

Your leverage will come from trusted definitions, reliable data infrastructure, and clear standards—not headcount.

You will sit on the technology team alongside IT, information security, engineering, and product. In this role, you will own Chamber’s sources of truth for metric definitions, data quality standards, and reporting across the company.

• Own the metric definitions. Define and maintain metric logic and quality standards across claims and operational data, so a number means the same thing in a board deck, partner deliverable, provider dashboard, and care team report.

• Own the semantic layer. Encode definitions in a governed layer used across internal applications, executive reporting, and AI-assisted analysis, so they live once instead of being rebuilt in every tool.

• Own standard reporting packages. Produce repeatable monthly and quarterly board reporting packages and executive performance dashboards, in partnership with clinical, finance, and operations.

• Track contract performance. Stand up SLA and performance tracking across active payer agreements, with early warnings that flag risk while there is still time to act.

• Build the clinical analytics surface. Deliver the data foundation for quality measures, care gaps, medication adherence, utilization, site of care, condition-level cost, and risk stratification. Every outcome measure needs a working view underneath it: members, practices, and gaps prioritized so teams can act on a list, not interpret a chart.

• Make business units self-sufficient. Set standards, documentation, and review practices so analysts in finance, clinical, and operations can answer their own questions against certified definitions instead of filing requests.

• Enforce what has to be exact. Separate numbers for payers and the board, which require deterministic pipelines and reconciliation, from exploratory internal analysis where a fast approximate answer is the right call.

• Hands on keys, every week. You build models yourself, not just assign them. At…