Head of Customer and Commercial Operations

What You Will Own

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
• 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

Who You Are

• Senior enough to be the most credible relationship manager in the room with C-suite and clinical leaders at large health systems
• Systems-design instinct: recognizes when manual workflows need to be codified and drives the team toward scalable solutions, without needing to build them personally
• Genuine dual mandate: holds the conviction that driving performance in value-based care is the path to client satisfaction, not in tension with it
• A strategic operator: capable of providing the execution layer with context, prioritization, and the 'so what' that calibrates how work gets done
• 10+ years in a high-performing healthcare customer success, market, or provider-facing leadership role
• Deep fluency in value-based care, Medicare programs (MSSP, ACO REACH), and the clinical and financial levers that drive performance in risk-based contracts
• Experience at an ACO, health system, or healthcare technology company operating in the value-based care space is strongly preferred
• Track record of scaling a team and function while maintaining service quality and increasing operational efficiency
• Experience leveraging data and internal dashboards to develop strategy, identify performance risks, and drive accountability
• Demonstrated ability to present to and influence clinical and executive-level leadership
• Comfort operating in a matrixed environment where influence matters as much as authority
• Willingness to travel for in-person client engagement (up to 25%)