Chief Product Officer (CPO)
About Allia Health Group
Allia Health Group (AHG) is building a vertically integrated digital health platform—connecting compounding pharmacy, women's and men's telehealth, a provider-facing electronic health record, and an AI-and-data infrastructure layer into a single, coordinated patient experience. Our portfolio spans a 503A compounding pharmacy, two direct-to-consumer telehealth brands, and a provider-network EHR launching in 2026, all sharing a common goal: deliver personalized, outcomes-driven care beyond the limits of the traditional healthcare model. We are assembling a senior leadership team to scale that platform.
The Opportunity
This is AHG's first dedicated product executive. You will build and lead the product discipline across the company: what we build, for whom, why, and in what order—across every brand and surface. That means consumer direct-to-consumer subscription products in women's and men's telehealth, a provider-facing electronic health record launching this year, a clinical layer on top of a compounding pharmacy, and the shared patient platform that connects them. It is a deliberately broad mandate, and the breadth is the point.
How The Role Works
AHG operates as a multi-entity platform. Each business unit is led by its own CEO who owns that unit's P&L. The CPO leads the product function as a shared, enterprise-wide capability that every business consumes—setting product standards, methods, and talent for the whole company, while owning end-to-end product for the shared patient platform and the new provider EHR directly. Direct ownership: the shared cross-brand patient platform, the provider-network EHR product, the company's product discovery / design / research / analytics disciplines, and the product talent function. Partnership ownership: business-unit roadmaps are set in close partnership with each BU's leadership. You are the executive who brings product rigor, evidence, and prioritization to those conversations— and the executive BU leaders escalate product and UX problems to. Influence over authority: you will succeed here by being the most trusted voice on what's worth building, not by command.
Key Responsibilities
Product strategy & portfolio prioritization: Own a product strategy for each business and for the portfolio— a distinct artifact from the technology roadmap that states, for each area: the user problem, the hypothesis, the outcome we are trying to move, and what we are deliberately not doing. Prioritize across the portfolio through a product lens, not a bandwidth lens—deciding how finite product and engineering capacity is allocated across competing opportunities based on value, not on who asks loudest.
Champion a “connected system over isolated products” approach: a unified patient identity and experience across brands, rather than four disconnected silos.
Product discovery & evidence: Install product discovery as a standard—continuous customer and provider interviews, prototype and usability testing, and validated problem definition before significant build begins. Require that major initiatives carry discovery artifacts—interview findings, an explicit hypothesis, and the metric that will tell us we were right or wrong—and make those artifacts drive what gets prioritized.
Design, user research & quality: Build the product design, user research, and design-system disciplines AHG needs—accessibility standards, interaction patterns, and a consistent quality bar across every brand and the EHR. Be the executive accountable for whether the product is genuinely usable by the humans who use it—patients, providers, and pharmacists—and the advocate for the user when speed and shipping pressure compete with quality.
Outcomes & product analytics: Own outcome metrics, not output metrics: subscription retention and activation in the consumer telehealth brands, provider activation and retention on the EHR, medication adherence in the pharmacy programs, and patient experience (e.g., NPS) across the platform. Stand up product analytics as a discipline distinct from business intelligence—event-level instrumentation, cohort and funnel analysis, and experimentation that lets a product manager find a drop-off and ship a fix against it.
Healthcare product leadership: EHR / provider experience: ensure the provider workflow is mapped, observed, and prototyped before production screens are built; reducing clinician cognitive burden is the single biggest determinant of adoption. Own the provider activation funnel end to end. Clinical AI as product: set strategy for AI features that touch patients and clinicians— including an ambient documentation / scribing strategy for the EHR—partnering with the CTO, who owns the AI platform and safety infrastructure. You decide what AI ships to users and hold the line when something isn't ready, even if it is technically deployable. Chronic-care platform layer: design the clinical-engagement layer (adherence, side-effect management, dose support) that turns medication fulfillment into a durable chronic-disease management experience. Platform & interoperability: own the strategic product decision of whether AHG becomes one connected, multi-brand patient experience or stays a set of separate products— and ensure the shared platform and EHR are designed API-first, with a standards-based (HL7 / FHIR) encounter layer open enough to integrate external pharmacy, lab, imaging, and ambient-AI services rather than a closed system. Regulated by design: partner with Compliance and Clinical so that product decisions respect HIPAA, telehealth, FDA, and clinical-safety requirements from the start, not as an afterthought. An AI-first product organization: AI in the product: treat AI as a core design surface, not a bolt-on feature—set the strategy for the AI capabilities that touch patients and providers (triage and coaching assistants, ambient documentation, adherence and follow-up agents, decision support), partnering with the CTO who owns the underlying AI/ML platform and safety infrastructure. Agentic AI with proportionate oversight: match the level of human oversight to the cost of a mistake—autonomous with audit logging for low-stakes, high-volume tasks; human-in-the-loop for medium-stakes; mandatory clinician review and accountability for anything liability-bearing. You decide what AI ships to users and hold the line when something isn't ready, even if it is technically deployable. An AI-native team: run the product function itself with AI built into how the team works—AI-assisted user-research synthesis, rapid prototyping, competitive and market analysis, PRD and spec drafting, and product-analytics querying—so a small product team operates with outsized leverage. We want a leader who raises the bar on what AI-augmented product work looks like and hires people who think the same way. Trustworthy by design: ensure AI features show their reasoning, expose confidence, and always leave a clear human override— in regulated healthcare this is a trust and liability standard, not a preference.
Team & cross-functional leadership: Build the product organization—hiring, leveling, and career paths for product managers, designers, and researchers, and developing existing high-potential product talent into senior leaders. Partner deeply with the CTO and engineering to co-own delivery of the core platform, data products, and AI-enabled systems—product owns what and why; engineering owns how. Serve as the bridge between the executive team and the product organization, translating company strategy into a roadmap and reporting on outcomes at the board level.
What Success Looks Like (First 12 Months)
A documented product strategy exists for each business and the portfolio, distinct from the tech roadmap, and is driving prioritization decisions.
Discovery, design, user research, and product analytics exist as functioning disciplines— with the right early hires in place—not as ad-hoc activities.
The provider EHR has a mapped clinical workflow, a decided ambient-AI strategy, and a measured provider activation funnel before—or at—launch.
Outcome metrics (retention, provider activation, adherence, NPS) are instrumented, visible to leadership, and owned by Product.
Business-unit leaders treat the CPO as the trusted partner they negotiate roadmap with and escalate product problems to.