Settlement Department Manager

Company Description ...

About the role

... (the ABOUT THE ROLE paragraph)

Responsibilities

• Lead and develop the team Directly manage a large settlement negotiators and support team, including hiring, onboarding, training, and performance management.Manage through your people rather than around them. Your job is to raise the ceiling of every negotiator on the team, not to absorb the hardest files yourself.Conduct structured one-on-ones, file reviews, and coaching sessions on a consistent cadence, with documented follow-up.Build individual development plans that move each team member measurably forward on valuation accuracy, negotiation skill, and file velocity.Address performance and conduct issues early, directly, and in partnership with Human Resources — including documented corrective action when warranted.
... etc. But we need to split bullet points logically. The original "What You'll Own" includes multiple sentences; we can break into separate
• for each bullet. Let's parse: - Lead and develop the team Directly manage a large settlement negotiators and support team, including hiring, onboarding, training, and performance management. - Manage through your people rather than around them. Your job is to raise the ceiling of every negotiator on the team, not to absorb the hardest files yourself. - Conduct structured one-on-ones, file reviews, and coaching sessions on a consistent cadence, with documented follow-up. - Build individual development plans that move each team member measurably forward on valuation accuracy, negotiation skill, and file velocity. - Address performance and conduct issues early, directly, and in partnership with Human Resources — including documented corrective action when warranted. - Manage through metrics Own the department’s key performance indicators: settlement volume, average settlement value, policy-limits capture rate, net client recovery, time in each pre-suit stage, aged-file exposure, demand turnaround, and negotiator-level productivity. - Set individual and team performance standards that account for jurisdiction, case type, treatment posture, coverage, and liability profile. - Review pipeline and performance data weekly. Diagnose the cause when a number moves — process, staffing, training, intake quality, or medical management — and act on it. - Report department performance, forecasts, and risks to firm leadership on a regular cadence, with analysis rather than raw numbers. - Manage aged and stalled inventory deliberately so that files are resolved on their merits and not simply on their age. - Oversee valuation and negotiation Serve as the final internal authority on case valuation and settlement strategy within your approval limits, and escalate appropriately beyond them. - Review and approve demand packages, settlement authority requests, and counteroffers for quality, accuracy, and strategy. - Apply and teach sound valuation methodology across the full range of injury types and procedures — including soft tissue, injections, surgical intervention, and traumatic brain injury — and ensure the team is not undervaluing complex or high-exposure claims. - Identify bad faith setups, policy-limits opportunities, UM/UIM exposure, and coverage issues early, and coordinate strategy with firm leadership. - Personally handle or co-handle the department’s highest-exposure and most sensitive negotiations. - Own the process Maintain and improve the department’s standard operating procedures, checklists, templates, and case-stage definitions so that the work is repeatable and quality does not depend on who is holding the file. - Partner with medical management on treatment monitoring, records and billing completeness, reductions, and lien resolution so files are demand-ready without unnecessary delay. - Work closely with intake, case management, and litigation to ensure clean handoffs in both directions and to feed back what the department learns about case quality. - Make sure every negotiated resolution is documented, compliant, and client-approved, and that disbursement is accurate and timely. - Bring forward technology, reporting, and workflow improvements — and then implement them, measure them, and keep what works. - Protect the client relationship Set the standard for how clients are counseled through settlement: clear expectations, realistic valuation conversations, and no surprises at disbursement. - Ensure the team communicates with clients in their preferred language, with the responsiveness and cultural fluency our client base expects. - Resolve escalated client concerns personally and use them to identify where the process needs to change. That's many items; we can keep them as separate
• . Might be long but okay. Then Requirements: from Qualifications bullet list: - Seven or more years of progressive experience in personal injury, with substantial time in pre-suit settlement and negotiation. - Three or more years directly managing a settlements, pre-litigation, or case management team — not managing assistants, and not serving as a senior individual contributor with informal influence. You must have carried responsibility for other people’s results. - Demonstrated experience managing through metrics. You have set performance standards, tracked them, held people accountable to them, coached underperformers, and made the call when someone was not going to get there. - Command of case valuation. You can defend a number. You understand medical specials, treatment trajectory, procedure-level valuation, comparative fault, coverage layers, and how venue changes the analysis. - Bilingual. Fluency in English and Spanish, written and spoken. This is essential to serving our clients and leading our team. - Florida law. Working knowledge of Florida personal injury practice, including PIP, the statutory pre-suit framework, and applicable damages and fee rules. - Systems and data fluency. Comfort working in a case management system and in reports and spreadsheets. You should be able to build or read a pipeline report and draw the right conclusion from it. - On-site. This is an in-office role, Monday through Friday. Leading a department well requires being present with the team. Note: The last bullet about on-site could also go to Schedule but it's also a qualification. We'll keep it under Requirements maybe; but we also have Schedule section separate. To avoid duplication, we could move the on-site statement to Schedule and not include in Requirements. However the Qualifications list includes it; we need to preserve all substantive info. We could keep it in Requirements but also have Schedule section with same info? That would duplicate. Better to keep it under Schedule and maybe not duplicate in Requirements. But the Qualifications list includes it; we could keep it there but then Schedule would be duplicate. The instruction: preserve ALL substantive information; do not invent or summarize away detail. Duplication is not prohibited but could be considered redundant. Safer to keep it in Requirements and also have Schedule? Might be considered duplication but still preserving info. However they said "Prefer a few substantive sections over many thin ones." Duplication might be okay but we can avoid duplication by moving the on-site statement to Schedule and not include it in Requirements. But then we would be omitting that qualification from Requirements, which is part of the Qualifications list. However the Qualifications list includes it as a bullet; if we remove it, we lose that info. But we could keep it in Requirements and also have Schedule; duplication is okay but maybe not ideal. Let's keep it in Requirements and also have Schedule? Might be considered thin sections. I'd rather keep it in Requirements and not have a separate Schedule section, but the posting explicitly states schedule info, so we should have Schedule section. We could keep the on-site statement only under Schedule and not under Requirements, but then we lose that qualification. However the qualification list includes "On-site. This is an in-office role, Monday through Friday." That's both a qualification and schedule. We could treat it as schedule and still keep it as a qualification by noting it's also a requirement? But we need to preserve all info; we can include it in both places; it's not invented. It's okay. Thus we will have Requirements list includes the on-site bullet; Schedule section will have a p stating the same. Now Skills: from "What Sets a Candidate Apart" bullet list: - Multi-jurisdictional experience — New York, Texas, or other high-volume personal injury states in addition to Florida. - Experience on both the plaintiff and defense side, or exposure to litigation as well as pre-suit. - A track record of building a department’s infrastructure — SOPs, scorecards, training programs, stage definitions — rather than inheriting one. - Experience managing a department through meaningful growth in headcount or case volume. - Deep medical management and lien negotiation experience, including letters of protection and health insurance and government liens. - Formal management training, or a documented history of developing people who were later promoted. Now Benefits: from "Compensation & Benefits" bullet list (excluding the salary line). Items: - Professional development and continuing education support - Collaborative, growth-oriented team environment - Medical, dental & vision - Hospital