Head of Operations / Sr Operations Manager

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Role: Head of Operations / Sr. Operations Manager

Priority Location:South Africa / Latin America / Philippines

Working Hours:  9:00 AM – 5:00 PM EST

Salary Range: Market related

Type of contract:Independent Contractor

Type of job:Remote

About the Role:The Senior Director, Clinician Operations owns the recurring operating engine that supports the company's clinicians. This person ensures that clinicians move through onboarding and readiness, maintain accurate availability, build appropriate caseloads, receive timely operational support, understand expectations, and experience consistent follow-through throughout their relationship with the practice.

This role requires more than being approachable and effective at handling daily issues.The Senior Director must build a function that becomes less reactive over time. Repeated questions, escalations, and manual work should produce clearer ownership, better workflows, stronger communication, improved training, usable documentation, or appropriate technology.

Key Responsibilities:

1. The operational clinician lifecycle
* Own the integrated operating journey from accepted candidate handoff through onboarding, readiness, caseload development, ongoing support, changes in status, leave coordination, retention, and offboarding.
* Ensure that handoffs among recruiting, contracting, credentialing, clinical leadership, intake, scheduling, revenue cycle, and people operations are explicit and completed.
* Maintain reliable visibility into where each clinician is in the lifecycle, what is blocking progress, who owns the next action, and when it will be resolved.
* Build operating standards that remain effective as clinician volume increases.

2. Clinician onboarding, readiness, and caseload progression
* Build a consistent onboarding and activation process that prepares clinicians to work effectively and reduces preventable confusion after they begin.
* Monitor readiness, availability, caseload progression, participation, and operational milestones.
* Identify barriers early, route them to the correct owner, and follow through until resolution.
* Partner with intake and access teams to align clinician supply, client demand, availability, and matching needs.

3. Clinician support and escalation management
* Design and run a responsive clinician-support system with clear channels, routing rules, service expectations, ownership, escalation paths, and aging visibility.
* Ensure clinicians receive accurate answers and know where to go. Ensure the company can see what clinicians are asking and what recurring patterns reveal about broken processes.
* Own escalated operational issues and cross-functional closure. Do not confuse forwarding a message with resolving the problem.
* Reduce repeated questions by improving the underlying workflow, source of truth, communication, or system.

4. Communication and change implementation
* Create a disciplined communication system for clinicians that is clear, timely, appropriately segmented, and proportionate to the importance of the message.
* Translate approved operational and clinical policies into workable processes, training, communications, tracking, and follow-up.
* Ensure clinicians understand what is changing, why it matters, what action is required, where questions should go, and who owns completion.
* Avoid fragmented messaging, informal exceptions, and critical changes that depend on word of mouth.

5. Operational performance, accountability, and retention
* Set clear operational expectations and use objective data to identify missed milestones, capacity problems, recurring noncompliance, or support failures.
* Handle difficult conversations calmly and directly. Build trust through clarity, fairness, responsiveness, and follow-through, not by avoiding accountability.
* Partner with licensed clinical leadership whenever an issue involves clinical judgment, supervision, treatment, or clinical quality.
* Analyze clinician departure and disengagement patterns to distinguish preventable operating failures from individual circumstances.

6. Team leadership and operating capacity
* Lead, develop, and hold accountable the team members assigned to clinician operations and support.
* Define roles, coverage, service standards, performance measures, escalation responsibilities, and quality expectations.
* Build a team that can make appropriate decisions without routing every issue to the Senior Director, COO, or CEO.
* Forecast workload and recommend staffing, automation, or workflow changes based on evidence rather than recurring overload.

7. Process improvement, documentation, and technology adoption
* Document the clinician operations system in usable playbooks, workflow maps, ownership rules, templates, and escalation standards.
* Identify duplicate work, inconsistent answers, unnecessary handoffs, and areas dependent on individual memory.
* Partner wi