chambercardio - Director of Program Operations & Infrastructure
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Requirements
• 5–10+ years of experience in healthcare, with a background in operations, program design, program management, process improvement, or an adjacent field. Value-based care, population health, or managed care experience strongly preferred. • Demonstrated experience designing and building programs or operational systems • Strong process design and documentation skills — you produce SOPs, playbooks, and training materials that teams can actually use. • Proven ability to work cross-functionally across clinical, product, and operational teams without needing organizational authority to get things done. • Experience embedding technology into care delivery workflows, including AI tools, automation, or care management platforms. You understand where technology can replace manual work and how to make that transition stick. • Analytical thinker who uses data to make decisions and measure impact. • Strong communicator and collaborator who can align diverse teams toward shared goals. • Passionate about improving outcomes for cardiology patients and providers. • Our values guide how we lead, collaborate, and care: • Low Ego: We stay grounded, curious, and open to feedback. • Empathy: We build trust through compassion and thoughtful communication. • Courage: We take action, think critically, and challenge ideas respectfully. • Ownership: We follow through with integrity and hold ourselves to high standards. • Grit: We push through ambiguity, move with urgency, and solve problems with horsepower and heart. • Candidates must be based in the Eastern or Central time zone and will work remotely. Periodic travel to practice sites or Chamber offices may be required.
Responsibilities
• Clinical Program Design & Operationalization • Partner with the Chief Medical Officer and Medical Director to translate clinical protocols into operational workflows — turning what Clinical defines into how Care Ops executes and delivers. • Design and build care programs from the ground up, including population risk stratification, care gap execution, outreach sequencing, and escalation pathways. • Own workflow documentation and standardization, ensuring programs can operate consistently across care team members, markets, and contracts. • Drive operating model design for new programs as Chamber enters new payer contracts and geographies, building for scale from day one. • AI Tooling & Workflow Integration • Partner with Product and Engineering to embed AI tools into care delivery workflows — defining where automation handles the population at scale and where humans deploy for exceptions. • Own the operational integration of AI vendors and internal tooling into care workflows, including configuration, testing, and ongoing optimization. • Identify opportunities to reduce manual care team burden through automation, and build the workflows and documentation that make those transitions successful. • Team Enablement & Operating Infrastructure • Design and own staff training and onboarding for the Care Delivery team, ensuring care team members understand workflows, tools, escalation pathways, and program expectations. • Build and maintain the operational infrastructure — SOPs, playbooks, training materials — that allows Chamber's care model to scale without losing consistency or quality. • Serve as the operational owner of cross-functional program launches, coordinating inputs from Clinical, Product, and Care Delivery to bring new programs live on schedule. • What You’ll Achieve in Your First 90 Days: • Map and document the current state of Chamber's live care programs identifying workflow gaps, missing infrastructure, and the highest-leverage places to build. • Partner with the Clinical and Product teams to define the engagement model for Chamber's highest-priority member populations — how members are reached, through what channels, in what sequence, and when AI handles outreach versus when a human deploys. • Establish the core operating infrastructure for Care Ops: SOPs, workflow documentation, escalation pathways, and training materials that the Care Delivery team can execute against consistently. • Partner with Product and Engineering to map where AI tooling is currently embedded in care delivery, where the gaps are, and what needs to be built or configured to reduce manual burden at scale. • Deliver an ELT-level update on program operationalization status — where workflows are built, where they are not, and what the build plan looks like for the next 90 days.
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