Vice President, Operations

At Synapse Health, we’re streamlining the durable medical equipment (DME) process.

We manage intake, documentation, routing, claims, billing, and patient support. Our model reshapes how DME is delivered and experienced.

Since 2016, with decades of industry and leadership experience, we’ve delivered tech-based solutions that help our partners to modernize operations, improve coordination, and reduce administrative burdens. By taking on operational and financial complexity, we’re redefining how DME works for providers, prescribers, and patients. We are proud to offer work that matters, on a mission that matters.

Learn more at  and on Synapse Health’s Linked In.

The VP, Operations is a key leader responsible for the performance, scalability, and operational integrity of Synapse Health’s home medical equipment (HME) and durable medical equipment (DME) operations. Reporting to the Chief Operating Officer, this role drives the operational execution and team leadership that enable sustainable growth, operational excellence, and strong patient and partner experiences.

The VP owns operational execution and outcomes across qualifications, resupply, fulfillment, and member transitions, with direct, day-to-day ownership of throughput, productivity, SLAs, quality, and cost to serve. The VP leads the directors and teams that run them as one cohesive, high-performing organization.

This role requires a strong operational leader who builds accountability, drives performance management, and leads teams through change, bringing the pace and caliber of a scaling operator rather than only deep DME-specific tenure. The role demands two things in equal measure: a relentless operator who runs a rigorous performance-management engine, and a systems and design thinker with a product mindset who sees the whole workflow, simplifies it, applies Pareto to the work that moves the needle, and partners across the organization to improve flows, patient experience, and cost to serve.

• Own execution across qualifications, resupply, fulfillment, and member transitions, including daily throughput, productivity, SLAs, and intraday queue management, and translate strategy into disciplined day-to-day execution.
• Build and reinforce leadership structure across the team — ensure alignment, consistent messaging, and clean cascade of direction from director level down through individual teams.
• Assess current team performance and make decisive calls on leadership and structure where needed to strengthen the org.

• Establish clear accountability structures, performance tracking, and management routines across the team.
• Champion continuous improvement to reduce cycle times, improve accuracy, and elevate patient and provider satisfaction. Own cost to serve, delivered through process improvement and partnership with Product and Technology.

• Partner with the Quality & Audit function on escalation root-cause and closed-loop corrective action.
• Treat the order workflow as one system: write the problem statement before the solution, then standardize how orders flow in, through, and out, embedding rules and exceptions in the tool rather than in people’s heads.
• Apply Pareto relentlessly: isolate the small share of orders and steps that consume a disproportionate share of labor, and design that waste out.
• Partner as an equal with Product & Technology, Process Improvement, and Transformation to simplify and consolidate flows, move controls upstream to the point of order creation, and judge every tool by the capacity it creates, not by whether it shipped.
• Advance a standardized, cross-trained…