Remote Technical Product Manager PM​/EMR

Technical Product Manager PM/EMR

Care Tracker, a division of Harris, is seeking a Technical Product Manager PM/EMR who will be the connective tissue between business stakeholders and the development team.

You bring the what and the desired when. Engineering brings the how and the when-can. Your job is to negotiate that gap constantly, make the case with evidence, and keep the organization moving forward even when the answer is not yet.

This is a hands-on Product Owner role and a people manager role. You will own the backlog, lead a team of Business Analysts, and be accountable for outcomes, not just delivery.

This remote role welcomes candidates anywhere in the US. Travel is required as needed, approximately once a year. Preference will be given to candidates who can work in EST timezone.

Salary: 115K - 130K

What You Will Own

• Product direction and roadmap for PM and EMR, with primary depth in PM and RCM.
• The Jira backlog: vision, grooming, prioritization, refinement, and Definition of Ready across all active epics and sprints.
• A team of Business Analysts supporting PM and EMR, including their assignments, development, and performance.
• Revenue cycle outcomes: eligibility, charge capture, claims (837), remits (835), denials, resubmissions, and patient billing.
• Cross-functional alignment with Sales, Support, Professional Services, and customers on what is coming next and why.
• Release readiness in partnership with the Scrum Master, Tech Lead, QA, and Implementation.

What You Will Do

• Build and maintain deep knowledge of how Care Tracker works today, not just the documented behavior, but the real behavior customers depend on.
• Translate customer problems, regulatory drivers, and business goals into a clear, prioritized roadmap that accounts for technical constraints honestly.
• Own the Jira backlog end to end: write epics, stories, and acceptance criteria that engineering can build against without guesswork; keep the board clean, current, and meaningful.
• Run Scrum ceremonies effectively as Product Owner: sprint planning, backlog refinement, sprint review, and retrospectives; bring prepared, prioritized, and well-defined work into every sprint.
• Partner with the Tech Lead on architectural trade-offs, integration design (HL7, FHIR, X12), and legacy modernization decisions.
• Make the case for prioritization with data and customer evidence, up to leadership, across to engineering, and out to stakeholders, and be willing to hear no and come back better.
• Run regular customer and stakeholder conversations to validate problems and pressure-test solutions.
• Define and track success metrics for every initiative, and close the loop on what shipped versus what moved.
• Use AI-assisted workflows to produce documentation, meeting synthesis, backlog artifacts, diagrams, and decision rationale faster and more consistently than traditional approaches, and bring those habits to your team.
• Lead, coach, and develop the Business Analyst team: set expectations, give regular feedback, run one-on-ones, and grow the bench.

What You Are Walking Into

• A platform in active stabilization. There is meaningful technical debt, and the business simultaneously needs the platform to stabilize and to grow. You will live in that tension every day.
• Pushback is part of the job. Engineering will say no, or not yet. Business stakeholders will say now. Your job is not to pick a side. It is to build the argument that moves the right things forward at the right time, with evidence.
• You will have influence, not authority, over engineering. Your power comes from the clarity of your thinking, the quality of your artifacts, and the trust you build, not from your title.
• Revenue cycle workflows that span eligibility (270/271), claims (837P/I), remits (835), denials, resubmissions, and patient billing, each with payer-specific rules, edge cases, and years of accumulated logic.
• Behaviors that were never documented as features because they simply became ones. Customers built their workflows around them. Breaking one, even accidentally, has real consequences for their revenue.
• A Business Analyst team that carries institutional knowledge that does not exist…