# Head of Customer and Commercial Operations

**Company:** [Pearl Health](https://hotfix.jobs/companies/pearl-health)
**Location:** Remote
**Role:** Revenue Operations
**Experience:** 10+ years
**Skills:** Value-Based Care, Medicare Programs (Mssp, Aco Reach), Customer Success Operations, Growth Operations, Pipeline Management, Client Lifecycle Management, Performance Enablement, Retention Strategy, Cross-Sell And Expansion, Matrixed Team Leadership
**Posted:** 2026-05-26

> Leads full client lifecycle operations spanning Growth Ops and Customer Success for a value-based care platform. Owns unified commercial operations, performance enablement, retention strategy, and team leadership in a matrixed model.

## Job Description

## 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%)

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