Project Manager, Onboarding

The Healthcare Onboarding Project Manager leads large, complex customer onboarding projects from kickoff through launch and transition. These projects may span multiple hospitals, ambulatory surgery centers, clinics, and other locations, with multiple work streams, deployment waves, integrations, and stakeholders moving at the same time.

The Project Manager is responsible for keeping the full project aligned and moving forward. This includes building and managing the overall project plan, coordinating the work of Project Leads and cross-functional teams, identifying and addressing risks, driving key decisions, and maintaining clear communication with both customer and Inmar leadership. Project Leads may own individual work streams or deployment waves, but the Project Manager is accountable for bringing those efforts together into a successful overall implementation.

This role requires someone who can lead confidently through complexity and change. Plans will not always unfold as expected, and strong project leadership means recognizing issues early, helping teams work through them, setting clear expectations, and keeping customers informed and confident along the way. This role will strive to create an exceptional onboarding experience that helps customers successfully adopt Inmar’s solutions and experience Inmar as one coordinated team.

• Large, complex enterprise onboarding programs advance predictably across scope, timeline, quality, operational readiness, and customer outcomes.
• Customer project teams and executive sponsors understand current status, risks, decisions, commitments, and next actions. They remain confident in Inmar even when challenges arise.
• Project Leads and cross-functional contributors have clear ownership, aligned plans, and timely decisions across work streams and deployment waves.
• Risks and dependencies surface early. Customers and leaders are not surprised by issues that could reasonably have been anticipated.
• When conditions change, the Project Manager frames options, recommends a path, and resets expectations rather than protecting an outdated plan.
• Readiness and launch decisions prioritize long-term customer success and implementation quality, including recommending resequencing or delay when the evidence supports it.
• The transition to Account Management and ongoing support teams is structured, complete, and preserves the context needed for continued customer value.
• Lessons from each project are captured and documented to improve the onboarding model for future customers.

• Own overall delivery of large, complex, multi-workstream healthcare onboarding programs from kickoff through transition to hypercare/support.
• Build and maintain an integrated master plan connecting work streams, deployment waves, milestones, owners, dependencies, decision points, and readiness criteria.
• Establish the governance model, including working cadences, executive or sponsor reviews, status reporting, escalation paths, and decision forums.
• Coordinate concurrent work across customer locations with different operating environments, constraints, and readiness needs.
• Manage scope, change, critical-path dependencies, sequencing, and overall program readiness.
• Maintain accurate program-level documentation, decisions, risks, actions, and commitments.

• Serve as the primary program-level contact for customer project teams, executive sponsors, and senior internal stakeholders.
• Learn the customer's business, operating environment, desired outcomes, constraints, and definition of value, then connect project decisions to those priorities.
• Deliver concise, fact-based updates that explain what has changed, why…