Strategic Operations Leader

About the Company:

Our client is an AI-enabled revenue cycle management company built for the most complex corners of healthcare billing. It serves emergency medicine and independent freestanding emergency departments, alongside dermatology, podiatry, pulmonology, and multi-specialty groups. The team is fully onshore, and the company wins on accuracy and recovery — not on price. Its biggest tailwind is the No Surprises Act and the Independent Dispute Resolution (IDR) process it created.

IDR is one of the most complex, least forgiving claims processes in healthcare: federal deadlines, multi-step eligibility validation, and automatic disqualification for a missed date. Very few RCM providers can run it well. This one can, and volume is compounding fast. The constraint is human capital, not demand. That is why the company builds its own software. An in-house development team ships automation directly into live claim operations, and the business only makes money when its clients collect what they have earned.

The company is hiring a Strategic Operations Lead to be the operations voice inside its engineering team. The operators know the work. The developers know how to build. This role sits between them: translating what actually happens on the floor into a prioritized AI roadmap, then making sure what gets built gets used and gets results. You will spec and prioritize alongside engineering leadership, run tight feedback loops, and own adoption once tools go live.

You will do it alongside an elite in-house engineering team, not an outsourced dev shop. This is not a process-teardown role. Operations work — the job is to find the specific bottlenecks that cap throughput, and remove them with automation, in partnership with the operators who run those workflows every day. The role reports jointly to the VP of Operations and the COO.

It is an individual contributor seat to start, with a team to build as automation scales and a direct path to VP of Operations. You will work as a right hand to the COO to start, owning the value creation plan and the product roadmap. A product and roadmap are already in place to inherit and execute against, not build from a blank page.

• Own the AI roadmap for operations
• Sit with billers, coders, and IDR specialists to find where volume, time, and margin are actually lost — then rank the opportunities by ROI
• Turn floor-level problems into clear, buildable specs; prioritize the backlog alongside engineering leadership
• Make the call on what gets built next, and defend it with data
• Run the loop with engineering
• Daily working sessions between operators and developers — fast iteration, short cycles, no six-month roadmaps
• Bring live performance data to every build decision so the roadmap is driven by results, not opinion
• Pressure-test what ships before it hits production: edge cases, compliance exposure, and the workflows it touches downstream
• Land automation on the floor
• Own adoption. A tool that ships but does not get used is a failure — you own rollout, training, change management, and the escalation path when something breaks
• Protect the quality bar: accuracy, recovery rate, and compliance cannot slip as throughput rises
• Instrument everything — throughput per specialist, touches per claim, cost per claim, on-time filing rate, win rate, days to payment — and report results to leadership weekly

• The IDR workflow is automated end to end — eligibility validation, form population, batch submission, IDR entity selection, and payment tracking
• Automations are live in production and adopted on the floor, not sitting in a pilot
• Every IDR specialist is…