pearlhealth - Head of Customer and Commercial Operations

• Full Client Lifecycle Ownership • Own the client relationship from first introduction through long-term performance: including initial VBC readiness assessment, business development support, onboarding, performance enablement, and retention • Partner closely with Market Presidents, who lead growth and own the P&L, to ensure a seamless transition into post-sale onboarding, performance management, and long-term client success • Design and own the operating model that connects pre-sale intelligence directly into post-sale transformation activities, eliminating handoff gaps between growth and customer success • Ensure that insights gathered during early client engagement inform program deployment, and that post-sale learnings feed back into growth strategy and pipeline qualification • Unified Commercial Operations • Own a unified commercial operations function spanning Growth Ops and Customer Success, including pipeline systems, playbooks, tooling, and post-sale transformation infrastructure • Drive the shift from manual, relationship-dependent workflows to codified, scalable systems, including tooling, playbooks, and automation that reduce operational risk and compound institutional knowledge • Build and own the feedback loop: translate issues, escalations, and performance patterns into durable rules the team acts against consistently • Provide strategic leadership over the integration and evolution of Growth Ops and CS Ops into a single, high-functioning commercial engine • Value-Based Care Performance as the Primary Driver of Satisfaction • Own the day-to-day client relationships, developing and executing engagement and remediation plans in a high-touch or scaled manner as appropriate, activating the broader organization in a coordinated manner • Establish and hold a clear operating philosophy: performance in value-based care is the mechanism for client satisfaction, not a trade-off with it • Partner with the Performance function leadership team on programmatic design, and own the team and operational infrastructure that deploys those programs at the account level. This is a builder role, not a coordination role • Serve as the primary interface between clients and the Performance vertical, owning the feedback loop that informs program development, operational priorities, and outcome measurement • Own NPS as a lagging indicator of performance and engagement quality, not as a primary objective in isolation, and design feedback mechanisms that surface signal from the full client base • Team Leadership and Matrixed Execution • Serve as the most senior relationship manager on the team, credible with C-suite and clinical leaders at enterprise accounts as a player-coach or direct owner of key relationships • Recruit and build the right team to implement performance improvement programs, owning both the talent and the execution model • Lead and develop a team of CS and Growth Ops professionals and leaders, providing the strategic context and prioritization guidance that translates execution to outcomes • Partner closely with Market Presidents and their teams on key clients, portfolio strategy, renewals, and cross-sell opportunities within a matrixed commercial model • Serve as an escalation point for complex client challenges, partnership disputes, and renewal negotiations • Retention and Revenue Expansion • Own the annual retention target, including renewal contract execution, escalation strategy, and negotiation enablement • Partner with Performance, Finance, Markets, and Product teams to align performance improvement plans with contractual outcomes • Drive cross-sell and expansion motions within the existing portfolio in coordination with Market Presidents • Digital-First Segment • Own end-to-end strategy and execution for the digital-first client segment, building a scalable, lower-touch model that leverages automation and product-led engagement • Define segment-specific processes, service standards, and metrics distinct from enterprise relationship management