Director, Process Engineering

Spring Health is a global mental health company on a mission to eliminate every barrier to mental health. We're building a world where getting support is simple, personal, and built around the person, so care can continue through every job, move, health plan, and life stage.
Our AI-native platform helps us deliver personalized support across self-guided tools, coaching, therapy, medication management, and specialty care. With outcomes independently validated by JAMA Network Open and the Validation Institute, Spring Health reaches more than 170 million people worldwide through leading employers, health plans, and partners.
As an AI-native company, we believe technology should expand the reach, quality, and humanity of care. Every Spring Health team member is expected to use AI tools thoughtfully, apply human judgment to AI outputs, and keep building AI fluency in ways that support their role and our mission.

Reporting to the Senior Director of Care Operations Intelligence, the Director, Process Engineering owns the operating model that continuously improves AI-agent and human support-workflow performance. This starts with building the library of agent operating procedures (AOPs) that govern how AI agents operate across the member and provider support journey. It also owns the knowledge management system for AI and human processes and the discipline that surfaces what's failing (for AI and human-delivered service alike) and routes each gap to the right owner with clear accountability.

This role sits within the Care Operations Intelligence department and starts by building a small, high-leverage team focused on AOP execution, governance, and the cross-functional operating rhythm that keeps everyone honest about what's actually working. This is a full time, fully-remote position, though the ability to be onsite in our NYC office once a week is preferred.

What you’ll do:

• Manage a team of operations transformation managers to execute day-to-day AOP build and governance work, and knowledge management designers to govern the system used to give AI and human operators the right context

• Own AOP governance — who can propose, approve, and change them, and how changes get reviewed.

• Partner with the Quality Assurance team, also within the Care Operations Intelligence department, to establish and run an ongoing QA cadence to catch drift, staleness, or gaps in AOPs before they affect the member or customer experience

• Chair the cross-functional triage that assigns every surfaced gap a named owner and due date, whether the fix lives here or in Product/Engineering, Care Operations, Clinical, etc.

• Own the AOP–Product relationship: partner closely with Product so AOPs update in lockstep with product and feature changes rather than falling out of date

• Report regularly to leadership on deflection and resolution-quality performance, including what's addressable in-house versus blocked upstream.

• Set and evolve the operating model itself — the cadences, roles, and KPIs that keep this loop running.

• Retain ongoing AOP ownership — these are living artifacts tied to a fast-moving product surface, not a build-and-hand-off deliverable.

What success looks like:

• A functioning AOP governance structure: defined change-control process, clear ownership, active QA cadence.

• AOPs stay current — low staleness/drift rate, changes reflected quickly after product updates.

• A working triage cadence where every surfaced gap leaves with a named owner and a due date — nothing falls into a queue nobody's accountable for.

• Leadership and Product have a regular, trusted, evidence-based read on deflection performance and where the ceiling is actually coming from.

• Growing AOP coverage across the…