Head of Operations / Sr Operations Manager

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RoleHead of Operations / Sr. Operations Manager

Priority Location :South Africa / Latin America / Philippines

Working Hours :  9:00 AM – 5:00 PM EST

Salary RangeMarket related

Type of contractIndependent Contractor

Type of jobRemote

About the Role: The Senior Director, Clinician Operations owns the recurring operating engine that supports the company's clinicians. This person ensures that clinicians move through onboarding and readiness, maintain accurate availability, build appropriate caseloads, receive timely operational support, understand expectations, and experience consistent follow-through throughout their relationship with the practice.

This role requires more than being approachable and effective at handling daily issues.

The Senior Director must build a function that becomes less reactive over time. Repeated questions, escalations, and manual work should produce clearer ownership, better workflows, stronger communication, improved training, usable documentation, or appropriate technology.

Key Responsibilities

1. The operational clinician lifecycle

• Own the integrated operating journey from accepted candidate handoff through onboarding, readiness, caseload development, ongoing support, changes in status, leave coordination, retention, and offboarding.

• Ensure that handoffs among recruiting, contracting, credentialing, clinical leadership, intake, scheduling, revenue cycle, and people operations are explicit and completed.

• Maintain reliable visibility into where each clinician is in the lifecycle, what is blocking progress, who owns the next action, and when it will be resolved.

• Build operating standards that remain effective as clinician volume increases.

2. Clinician onboarding, readiness, and caseload progression

• Build a consistent onboarding and activation process that prepares clinicians to work effectively and reduces preventable confusion after they begin.

• Monitor readiness, availability, caseload progression, participation, and operational milestones.

• Identify barriers early, route them to the correct owner, and follow through until resolution.

• Partner with intake and access teams to align clinician supply, client demand, availability, and matching needs.

3. Clinician support and escalation management

• Design and run a responsive clinician-support system with clear channels, routing rules, service expectations, ownership, escalation paths, and aging visibility.

• Ensure clinicians receive accurate answers and know where to go. Ensure the company can see what clinicians are asking and what recurring patterns reveal about broken processes.

• Own escalated operational issues and cross-functional closure. Do not confuse forwarding a message with resolving the problem.

• Reduce repeated questions by improving the underlying workflow, source of truth, communication, or system.

4. Communication and change implementation

• Create a disciplined communication system for clinicians that is clear, timely, appropriately segmented, and proportionate to the importance of the message.

• Translate approved operational and clinical policies into workable processes, training, communications, tracking, and follow-up.

• Ensure clinicians understand what is changing, why it matters, what action is required, where questions should go, and who owns completion.

• Avoid fragmented messaging, informal exceptions, and critical changes that depend on word of mouth.

5. Operational performance, accountability, and retention

• Set clear operational expectations and use objective data to identify missed milestones, capacity problems, recurring noncompliance, or support failures.

• Handle difficult conversations calmly and directly. Build trust through clarity, fairness, responsiveness, and follow-through, not by avoiding accountability.

• Partner with licensed clinical leadership whenever an issue involves clinical judgment, supervision, treatment, or clinical quality.

• Analyze clinician departure and disengagement patterns to distinguish preventable operating failures from individual circumstances.

6. Team leadership and operating capacity

• Lead, develop, and hold accountable the team members assigned to clinician operations and support.

• Define roles, coverage, service standards, performance measures, escalation responsibilities, and quality expectations.

• Build a team that can make appropriate decisions without routing every issue to the Senior Director, COO, or CEO.

• Forecast workload and recommend staffing, automation, or workflow changes based on evidence rather than recurring overload.

7. Process improvement, documentation, and technology adoption

• Document the clinician operations system in usable playbooks, workflow maps, ownership rules, templates, and escalation standards.

• Identify duplicate work, inconsistent answers, unnecessary handoffs, and areas dependent on individual memory.

• Partner with the COO and CTO to simplify, automate, or redesign high-friction workflows.

• Own testing, rollout, training, adoption, and feedback for technology used by clinician operations.

• Keep documentation aligned with how work actually occurs. Do not build a policy library that no one uses.

8. Metrics and operational visibility

Build and maintain a concise scorecard that supports decisions. Measures may include:

• Onboarding and readiness cycle time.

• Time to initial caseload milestones and barriers to progression.

• Availability accuracy and usable clinician capacity.

• Clinician-support response time, resolution time, backlog, and aging.

• Recurring question and escalation categories.

• Completion of required operational milestones.

• Clinician retention, disengagement, and preventable departure patterns.

• Process adherence, cross-functional handoff failures, and repeated exceptions. Workload, quality, and effectiveness of the clinician operations team.

Qualifications

• Relevant operating leadership: Meaningful experience leading operations for a distributed professional workforce, provider network, healthcare organization, or comparable high-volume service environment.

• People leadership: A record of managing teams, setting standards, coaching performance, and making difficult accountability decisions when needed.

• Systems thinking: The ability to identify whether an issue is an exception, a training gap, an ownership problem, a broken process, or a structural design flaw.

• Execution discipline: Exceptional follow-through, issue visibility, prioritization, and closure. You verify outcomes rather than assuming that communication equals completion.

• Data fluency: Comfort using metrics, dashboards, workflow tools, and operational data to make decisions and improve performance.

• Communication: Clear written and verbal communication across clinicians, operational teams, and executives.

• Judgment and steadiness: The ability to manage high volume, emotionally charged concerns, and competing priorities without becoming reactive or avoidant.

• Technology orientation: Comfort redesigning work around automation and AI-enabled tools while preserving appropriate human judgment.

• Healthcare fluency: Experience in healthcare, behavioral health, telehealth, or another regulated environment is strongly preferred.