Director, Strategy & Operations

About the role

The Strategy & Operations function is being built, and this is the first hire on the team. A playbook does not exist and will need to be written. The function exists to make the organization run better as it scales. That means going deep on the operational problems that matter most, designing what needs to change, and then partnering with department leaders to actually drive the change. The job is weighted toward execution. The role is not for someone who produces recommendations and walks away. The role requires someone who can diagnose a problem with rigor and then stay engaged until the new way of operating is durable.

To start, work will span three areas: scaling the CX operation, running a cross-functional operational diagnostic to identify where the organization's biggest scale gaps are, and helping stand up operational infrastructure for highly specialized functions. The mix will shift as learnings emerge about what matters most.

This is a high-trust role with a wide aperture. Work will be done directly with the CX leadership team, in close partnership with leaders across the company, and with meaningful exposure to the executive team. As the function grows, there will be the opportunity to build and lead a team.

What you will do

• Own end-to-end strategic and operational initiatives: From problem definition through implementation and measurement.
• Partner with department leaders: Diagnose where their operations need to evolve for the next stage of scale, and co-own the work to get them there.
• This includes working closely with clinical leadership to design "lighter-touch" workflows that respect clinical judgment while ensuring efficiency.
• Create frameworks for measuring operational performance across functions to replace decisions currently made by intuition.
• Lead specific workstreams: Drive company efficiency, measure AI integration impact, and identify upstream drivers of CX volume to solve problems before they reach agents.
• Run cross-functional projects: Take ownership of scale initiatives where no single department owns the outcome.
• Shape the S&O function: Define how this team operates, how it engages with the rest of the company, and what profiles to hire next.

Who you are

• A strong analytical foundation: You can structure ambiguous problems, build the model or the framework that makes them tractable, and pressure-test your own conclusions before someone else does.
• Operational instincts: You understand that the gap between a good recommendation and a working operation is enormous, and you are energized by closing that gap rather than handing it off.
• Credibility with highly specialized experts: You can sit in a room with a department head, push them on how their function actually works, and have them come away feeling like the conversation made their operation better, not threatened.
• A bias to ownership: You measure your success by whether the change you drove is still working six months after you moved on.
• Comfort with ambiguity and white space: There is no template for this role. You will be making judgment calls about what to work on, how to scope it, and when to declare it done.
• Strong written and verbal communication: You can write a one-pager that an executive can act on in five minutes, and you can run a working session that gets a cross-functional team to a decision.

Nice to have

• Experience in healthcare, regulated industries, or services businesses with a human delivery model.
• Experience building an S&O, BizOps, or Chief of Staff function from scratch.