Workforce Management Lead (Clinician Capacity & Revenue Growth)

This role owns **workforce management** for our largest revenue channel: clinician capacity, retention, utilization, and credentialing throughput. **Revenue and gross margin** are the outcomes you are accountable for. The day-to-day job is building and running the systems that get us enough clinicians, seeing enough sessions, at the right cost.

We are scaling this channel fast while holding the line on margin, and we need someone who owns it full time and can turn chaos into a repeatable system. Think **GM-level ownership**. You will work across Clinical, Recruiting and Credentialing, Operations, Finance, Product and Engineering, and Go-to-Market. You will manage stakeholders who do not report to you, present directly to executives, and have clear line of sight into the revenue and cost you move.

What you'll own

• Workforce management. Clinician capacity planning, retention, utilization, and credentialing throughput. This is the core of the job.
• Gross margin and unit economics. Translating workforce performance into cost and margin impact, and making the tradeoffs visible.
• Performance analytics and root-cause work. Digging into operational and financial data yourself to find where performance is moving, what is driving it, and what to do about it.
• Cross-functional performance management. Turning data and forecasts into clear recommendations and priorities for Clinical, Recruiting and Credentialing, Ops, Finance, Product, and GTM, then partnering with the leaders who own execution inside those teams.
• Clinical review operations. The workflows, throughput, SLAs, and dependencies that shape program performance, in partnership with Clinical leadership. Clinical judgment and quality stay with Clinical.
• Continuous optimization. Finding ways to improve access, utilization, retention, cost efficiency, margin, and scalability inside the program we already run.

What we're looking for

• Workforce or capacity planning experience. Forecasting supply and demand, managing a distributed or contract workforce, or scaling a service delivery team. This is the core skill we are hiring for.
• Ownership of complex operational programs with direct accountability for measurable outcomes like revenue, gross margin, retention, utilization, or cost.
• Strong analytical fluency. You investigate performance on your own, spot trends and root causes, and turn data into action instead of waiting on an analytics team to hand you the insight.
• Business and financial acumen. You understand how operational decisions land in revenue, unit economics, and gross margin.
• Comfort influencing without authority. Stakeholders will not report to you, and they will not always agree with your timeline.
• Self-directed prioritization. You will own a backlog across several workflows and decide what deserves attention when everything feels urgent.
• A track record of turning messy, one-off work into documented, repeatable systems.
• Real use of **AI** as an operational tool for analysis, automation, process improvement, and cutting manual work. We want someone who goes looking for these opportunities, not just someone who is comfortable using AI when asked.
• Willingness to get hands-on. Digging into dashboards, chasing down individual cases, reconciling conflicting data, building a lightweight fix, or testing a process yourself.
• Strong executive communication. You can turn a complicated operational finding into a clear recommendation with the tradeoffs spelled out.

Nice to have

• **SQL**, Google Apps Script, Looker or similar BI tools, workflow automation, or building lightweight internal tools.
• Telehealth, behavioral health, K-12, health plan partnerships, or another operationally complex healthcare environment.

What success looks like

• The workforce supporting this channel (clinicians and sessions) scales roughly **4x** over your first **12 months**.
• Core KPIs are hit: clinicians hired, clinicians onboarded, slots available, sessions attended, and clinical outcomes (PHQ-9 and GAD-7 improvement). Outcomes matter more every quarter as we move further into value-based contracts where they drive reimbursement.
• Revenue and gross margin goals for the channel are met, with clear visibility into which KPIs are driving the result.
• Capacity is planned ahead. Future supply and demand gaps surface early enough for Recruiting, Credentialing, Clinical, and Ops to act.
• Clinician utilization, retention, and workforce mix support both client access and healthy program economics.
• Performance problems show up in the data before they become fire drills, with a root cause and a recovery plan attached.
• Manual workflows keep getting simpler or automated.
• Partner teams trust you to represent their interests, surface tradeoffs, and drive a decision when priorities compete.
• Executives have a clear read on program performance, risk, financial impact, and what is being done about it.