Strategy & Operations Senior Manager

Getting to the doctor should never be the reason someone goes without care. Safe Ride Health exists to remove that barrier. We are a technology and services company rebuilding non-emergency medical transportation, pairing our own technology with a national network of vetted transportation providers so that payers and health systems can get members to dialysis, chemotherapy, behavioral health, and primary care reliably and affordably.

It is a rare combination of things to work on: measurable, real-world impact on people who need it, wrapped inside a genuinely hard technology and logistics business. Every single trip involves a member, a clinical need, a provider, a network, a payer contract, and a cost curve. Getting all six right at the same time, at national scale, is the problem we get to work on.

We serve the largest Medicare Advantage, Medicaid, and provider programs in the country. We are a Series C company at approximately $750M in annual run rate with 300+ employees, growing quickly and, unusually for this stage, meaningfully profitable. That last part matters more than it sounds: it means we can build for the long term rather than sprint toward the next raise, and it means the decisions you help make here have real money attached to them.

The industry is moving, too. Benefit designs keep shifting, payers are under genuine cost pressure, and the tooling for running a national transportation network (routing, forecasting, automation, AI in the contact center) is far better than it was two years ago. Very little about how this business should be run is settled yet. That is the fun part.

Strategy & Operations is Safe Ride's internal consulting team. We are who the company calls when a problem is ambiguous, cuts across several functions, or needs an answer that nobody currently owns.

In a given quarter that can mean rebuilding the economics of how we mix transportation modes, redesigning how the contact center forecasts and staffs itself, working out whether an AI tool actually solves the problem before anyone spends money building or buying it, working out why a client's margin bends the wrong way in month four, or standing up the operating model for a new line of business.

The work sits where healthcare, logistics, and technology meet, which is not a combination you find in many jobs, and it comes with unusual access: this team sees the whole P&L and works directly with the leaders who own it.

One thing makes us different from an external consulting firm. Our clients are internal, so we do not hand over a deck and leave. We stay until the change is live, adopted, and visible in the number. A brilliant analysis nobody adopts is a failed project here, which means the job is as much about judgment, communication, and persistence as it is about analytical horsepower.

Increasingly, that work sits between Operations, Product, and Data Engineering. Safe Ride is in an exciting growth phase, streamlining how the business runs and leaning into newer, faster technology, including AI, agentic tools, and better data infrastructure, and S&O is where operating needs get turned into clear product and data requirements. The people who thrive here are technically fluent operators: comfortable in the data, able to translate a messy operating problem into something Product and Engineering can build, and credible on both sides of that table.

We are fully remote and have been from the start, with the team distributed across the US. In practice that means asynchronous by default, written thinking over standing status meetings, and real autonomy over how and when you do your best work. What we ask in return is clarity: say what you are working on, say…