Director or Senior Director of Account Management

CodaMetrix is revolutionizing Revenue Cycle Management with its AI-powered autonomous coding solution, a multi-specialty AI-platform that translates clinical information into accurate sets of medical codes. CodaMetrix’s autonomous coding drives efficiency under fee-for-service and value-based care models and supports improved patient care. We are passionate about getting physicians and healthcare providers away from the keyboard and back to clinical care.

About the Role

CodaMetrix is looking for a Director or Senior Director of Account Management to lead the people who own our relationships with large health systems and academic medical centers. You will run a team of senior account owners, set the bar for how we manage accounts, and be the first stop when something goes sideways. You sit between the executive team and the account owners, and the job exists so that no customer ever depends on a single person.

Our customers buy outcomes: high automation rates at a coding quality they trust. Those outcomes get earned after go-live, in the edge cases, with a coding director watching the numbers. So this is a high-touch model. Every account has a named owner who knows the coding and knows the data, and we do not run a hands-off tier for anyone. You will build that standard and hold it.

You will be a player-coach. You lead the team, and you also directly own a small number of accounts yourself. You will work daily with Sales, Product, Implementation, Integration, Support, and Quality, mostly without a reporting line into any of them. Level (Director or Senior Director) will be set based on the scope of team leadership and portfolio ownership you bring.

Key Responsibilities

Lead and Develop the Account Team

• Hire, manage, and coach Strategic Account Executives and Account Directors. You own their performance, development, and 1:1 rhythm.

• Make autonomy explicit. Tell the team which decisions are theirs, then let them make those decisions. Seniority here should look like initiative: people who drive to an outcome without waiting for direction.

• Build coverage depth. Every account has a named owner and a named backup, so one resignation or one reorg never leaves a customer without a point of contact.

• Assign by risk and complexity, not by ARR alone, and revisit assignments as account health changes.

Set and Hold the Standard for Account Management

• Define what great looks like and review account plans for strategic and active accounts. A good plan is outcome-driven, multi-threaded, and updated as risk, sentiment, and opportunity shift.

• Pressure-test strategy before it reaches the customer. Hold the quality bar on QBRs, executive touchpoints, and renewal and expansion plans.

• Own the portfolio narrative for executive leadership: where every account sits on the health and growth curve, what is changing, and what you need.

Run the Escalation and Decision Forum

• Run a recurring executive escalation forum built for decisions, not status. You do the discovery before anyone sits down, so the room spends its time on blockers and resolution.

• Be the first escalation point for account owners. Understand the question before you route it. Bring a recommendation up, never just a problem.

• Surface material risk the moment it appears, with options, so leadership is never surprised by something your team already knew.

Drive Outcomes Across the Customer Lifecycle

• Make the handoff from implementation to post-go-live optimization a plan, not a hope. Expansion and scaling are charted with the customer starting at kickoff.

• Own the ramp. Track forecast against actuals for go-lives and for the gap between contracted and live revenue, and pull the right people in when an account falls behind.

• Partner with Implementation, Integration, Support, Product, ML, and Quality to resolve issues at the root. Where the problem is in another team's lane, you drive it to resolution rather than tracking it.

• Define the account health signals that matter (automation rate, eligibility, coding quality, ticket trends) and work with analytics partners so your team sees drift early.

Partner with Sales on Retention and Expansion

• Be the bridge to Sales on renewal timelines, expansion plays, and signal flow, so neither team is surprised.

• Share accountability for gross and net revenue retention, expansion pipeline, and go-live conversion across the portfolio.

• Serve as executive sponsor on key accounts and co-present business reviews with Sales and CodaMetrix leadership.

Own Select Accounts Directly

• Keep direct ownership of a small number of accounts, and run them the way you expect your team to run theirs. Stay credible with a coding director and a CRO in the same week.

The Standard You Will Hold

We hold account owners to a strategic standard. You will hire for it, coach to it, and model it.

• Ownership. Manage the trajectory, not the to-do list. Start every account issue with the outcome and work backward. Build the value story all year so renewal is a formality.

• Orchestration. Assemble whoever the play requires, even outside your reporting line, and run internal syncs as working sessions that make decisions in the room.

• Judgment. Know which risks to solve and which to escalate, and bring a recommendation either way. When the customer is not ready, treat readiness as something to manufacture. Push back with data when it protects the account.

• Relationship depth. Map the full stakeholder landscape: coding leads, HIM, the CFO's office, IT, clinical leadership. No single departure should put an account at risk.

• Impact. Measure success by account health, expansion pipeline, and reference-ability, not by the absence of complaints.

Qualifications

• 12+ years in account management, customer success, revenue cycle management, health system operations, or healthcare consulting, including at least 5 years leading teams. Senior Director candidates will have managed senior account owners or managers and held retention and expansion accountability for a portfolio of enterprise accounts.

• Working fluency in medical coding and revenue cycle: conversant in automation performance, denial trends, and coding accuracy, and credible with coding and HIM leaders. A credential such as RHIA, RHIT, CCS, CPC, or RN, or equivalent hands-on experience, is a strong plus.

• Experience with large health systems, academic medical centers, or integrated delivery networks, on the customer side or as a vendor.

• A record of developing senior individual contributors toward ownership and initiative, including holding a clear line when expectations are not met.

• Executive presence with C-suite and VP-level health system stakeholders, and with CodaMetrix leadership.

• Comfortable working directly in performance data and using AI-assisted tools to stay on top of a large portfolio.

• Experience leading through a matrixed organization (Sales, Product, Implementation, Support, Engineering) without a direct reporting line into most of it.

• A high-agency, roll-up-your-sleeves style. You build the plan rather than wait for one.