TimeDoc Health
Dir of Care Ops
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Director of Care Operations
Who we are
Founded in 2015, TimeDoc Health is a leader in Virtual Care Management (VCM) for healthcare providers, one of the largest new markets in healthcare. We enable providers to deliver truly continuous, comprehensive care by helping them establish care management programs for patients with chronic and behavioral health conditions. Our solution combines a care management SaaS platform, remote patient monitoring devices, and digital care management services to provide the personal touch often missing in healthcare. Are you ready to have a huge impact on thousands of patients' lives? Apply now to get started!
Who you are
You are a motivational leader who has run a high-volume, distributed care delivery operation and knows how to hold quality and productivity at the same time. You are responsible for driving attainment of TimeDoc's patient service goals through the direction and oversight of the Care Operations team. You are a relationship builder, a collaborator, and an executor. You are passionate about delivering patient-centric care, and you love to develop leaders. You are comfortable owning a number, defending it with data, and explaining a miss without flinching. You thrive in a dynamic, fast-paced, team-oriented, remote environment and are dedicated to developing a thriving culture.
The role: in a nutshell
Reporting directly to the VP, Operations, the Director of Care Operations owns the day-to-day performance of TimeDoc's front-line care delivery organization across CCM, RPM, BHI, and APCM, delivered through a team of Team Leads and Managers.
This is a scaled operations leadership role in a healthcare setting, and a client-facing one. You will be measured on three things above all others: productivity (work events per productive hour, or WEP/hr), retention of the front-line team, and compliance of care delivery with practice-specific protocol. You will also serve as the face of clinical delivery to existing and prospective clients. You will partner with Clinical Strategy to refine and develop clinical protocols, with Workforce Management to convert demand into schedules and schedules into adherence, and with Technology to make sure the systems and the measurement underneath all of it are trustworthy.
You are joining a team that is both continuing work already underway and standing up what comes next. Several workstreams are already in flight: a new Care Coordinator incentive structure is live, QA gating is being phased in, a workforce management platform is going live, and the SOP library has just been audited end to end. Your job is to finish and operationalize that work and hold the gains. You will also be expected to identify and lead the next round of initiatives as the operation continues to scale, not simply maintain what is already in motion.
Core competencies
- Data driven. You use data to understand drivers of business success and client value. You know the difference between a metric moving and a mix shifting, and you can tell the two apart in front of an executive audience.
- Patient and provider focused. You start with the patient and client and work backwards. You invest time and energy to understand the patient's and client's needs, then tie all your activities directly to fulfilling those needs.
- Strategic. You think about the big picture and focus on what really matters. You believe impact is more important than activity. You remain attentive to long-term goals in a busy day-to-day environment.
- Operationally rigorous. You run a cadence. Forecast versus actual, plan versus attainment, exception review, root cause, corrective action. You close loops.
- Collaborative. You love teamwork. Your colleagues love having you on the team. You work well across functions and groups.
- An effective communicator. You write and speak clearly, concisely, and with a spirit of partnership. You actively inform and inspire with your messaging.
- Results and performance driven. You assume personal ownership and accountability for business results and solutions, consistently deliver results that meet or exceed expectations, and keep the focus on driving patient and provider value.
- Courageous leadership. Not afraid to speak up and ask tough questions, and comfortable making big decisions.
- Business process design. Understands how to analyze and define business processes, identifies opportunities to improve them, and effectively implements new ones.
- Developing others. Shares knowledge, skills, and expertise to develop others into stronger performers and leaders.
- Driving change. A change agent, able to bring about strategic change to meet the goals of the organization.
- Business acumen. Understands unit economics and how operational decisions land in gross margin. Knowledgeable about current and possible future policies, practices, and technology.
- Driving execution. Follows through on commitments and obligations, leading others to achieve expected results every time, on time.
- Agility. Able to manage and switch priorities effectively.
- Emotional intelligence. The capacity to recognize your own feelings and those of others, to motivate others, and to manage emotions effectively.
- Accountability. Demonstrates ownership, commitment, and follow-through in achieving results.
- Inclusivity. Generates collaborative solutions by placing high value on diverse backgrounds and perspectives.
- Executive presence. Comfortable representing TimeDoc's clinical delivery model to external audiences, including current clients and prospective clients, with polish and credibility.
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Responsibilities
Care team leadership
- Lead, inspire, and build a high-performing care leadership layer of Managers and Team Leads. Coach the leaders, do not manage around them.
- Own span of control and leadership bench depth. Ensure every front-line leader is running a consistent one-on-one, coaching, and performance cadence.
- Serve as hiring manager for Care Operations functions, working with Talent Acquisition to define the target candidate profile, scorecard, and job description.
- Define performance expectations and the methods for measuring and communicating performance, including OKRs, reporting, performance plans, and separation decisions.
- Execute the Team Lead Performance Plan and Care Coordinator Performance Plan with consistency across all teams. Variation in how performance management is applied is itself a problem to be fixed.
- Together with the VP, Operations and the People team, define career paths and compensation for Care Operations staff to provide internal growth and build future leaders.
Client-facing leadership
- Serve as the face of clinical delivery for TimeDoc, meeting directly with existing clients on program performance, escalations, and delivery quality.
- Represent Care Operations in prospective client conversations, partnering with Commercial and Sales to speak credibly to how care is delivered, staffed, and measured.
- Build the operating rhythm for client-facing engagement, including standing business reviews, escalation response, and preparation for renewal and expansion conversations.
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Productivity and unit economics
- Own WEP/hr attainment for the Care Operations organization against plan, at the total, team, program, and client level.
- Manage tenure mix deliberately. Understand that production Care Coordinators and ramping Care Coordinators perform differently, forecast the blend, and do not let cohort mix be mistaken for performance change.
- Administer the Care Coordinator incentive plan, including program gates and tier attainment, and monitor for unintended behavior. Escalate any incentive design change that would create a billing or documentation risk.
- Own program-level productivity for CCM, RPM, BHI, and APCM, recognizing that each has a different work profile, a different gate, and a different economic contribution.
- Own RPM alert and exception management execution, including the critical alert model. Protect tenured capacity from being quietly consumed by alert duty without a plan and a backfill.
Retention and workforce stability
- Own front-line retention as a primary accountability, with specific focus on early-tenure exits in the first 60 days.
- Partner with Talent Acquisition, L&D, and People on the retention action plan, including onboarding and nesting quality, recruiter and hiring-source quality, and Team Lead-level early-exit patterns.
- Distinguish regretted from non-regretted attrition and report on them separately.
- Partner with L&D and HR to optimize onboarding, nesting, and continuing training for Care Operations staff, and hold training outcomes to a measured bar, not a completion bar.
Workforce management partnership
- Partner with the Workforce Management function to ensure we maximize utilization of our teams. WFM owns forecast, schedule generation, and intraday management. You own the demand inputs, the staffing requirements, schedule adherence, and shrinkage discipline inside your organization.
- Provide accurate and timely operational inputs to capacity planning, including expected attrition, ramp curves, program mix, and client-driven coverage constraints.
- Hold adherence and occupancy standards on the floor, and make the operational tradeoffs visible when coverage and quality conflict.
Protocol, SOP, and compliance governance
- Own operational execution of the practice SOP library across all client practices, under a two-layer model of a common core standard plus a practice-specific profile.
- Ensure every practice has a current SOP on file and that no practice is operating on inherited, stale, or contaminated content. Patient routing accuracy is a patient safety matter.
- Ensure escalation pathways are role-based rather than tied to named individuals, and that no critical pathway has a single point of failure or an unassigned destination.
- Ensure mandatory reporting and safeguarding protocols are correctly defined and followed at every practice, with no practice carrying a no-action designation for abuse or mistreatment escalation.
- Ensure all patient communication and escalation channels meet HIPAA requirements, and that no protected health information moves through unapproved channels.
- Maintain a governance cadence for SOP review, change control, and attestation, so that the library stays current as practices, platforms, and staff change.
- In partnership with Clinical Strategy, refine existing and develop new protocols for CCM, RPM, BHI,
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