Sr. Manager, Provider Implementation

• Maintain real-time awareness of the full implementation portfolio; proactively identify early indicators of delay, risk, or customer disengagement before they compound.
• Intervene directly in customer engagements when projects deviate from milestone windows — not as an exception, but as a routine leadership function.
• Require concrete corrective action plans from Project Managers and verify execution; distinguish between agreement and follow-through.
• Escalate and resolve systemic blockers before they materially impact timelines or customer outcomes.
• Operate risk management as a standing operational discipline, not a periodic reporting exercise.

• Hold Project Managers to measurable outcomes: milestone adherence, activity quality, customer responsiveness, and forward progress — not project status summaries.
• Conduct frequent execution reviews focused on actions taken and results produced.
• Identify underperformance early and coach, redirect, or course-correct with urgency and specificity.
• Set unambiguous expectations for pace, ownership, and customer guidance; reinforce them consistently.
• Build a team culture where missed milestones produce action plans, not explanations.

• Design and maintain implementation playbooks and operating frameworks that can absorb new markets, new customer segments, and new product features without disrupting in-flight work.
• Lead the integration of new capabilities and platform changes into existing workflows — keeping delivery on track while incorporating new tooling, processes, and requirements.
• Identify where processes are fragile, variable, or dependent on individual heroics; replace them with repeatable, documented standards.
• Build the operating model with scale in mind: processes, documentation, and team structures that grow with the business.

• Analyze portfolio-level trends to identify recurring failure modes, customer friction points, and execution gaps across project stages, customer segments, and platforms.
• Translate findings into targeted process improvements, intervention frameworks, and updated playbooks.
• Drive cross-functional collaboration with Product, Operations, and Client Success to implement structural fixes — not workarounds.
• Bring data and pattern analysis to leadership conversations; advocate for changes grounded in observed evidence, not anecdote.

• Leverage AI and automation to monitor implementation health signals, surface risk, and recommend next-best actions.
• Automate internal workflows, customer prompts, documentation, and follow-up cadences to reduce manual overhead and execution variability.
• Simplify customer decision-making through guided configuration and intelligent recommendations.
• Partner with Product and Operations to embed automation into the implementation lifecycle as a core operating capability.

• Own implementation outcomes through transition to Client Success, ensuring early lifecycle adoption is set up for success.
• Partner cross-functionally to remove systemic barriers to speed-to-value — escalating product gaps, workflow friction, and data issues with specificity and urgency.
• Serve as the senior escalation point for at-risk implementations; resolve or triage with authority.
• Represent the voice of implementation in product and process conversations; advocate for customers and PMs with evidence.

• Lead and develop a team of Project Managers (ranging from focused pods of 5 to larger teams of 9–10) across platforms with varying complexity and maturity.
• Develop PMs into decisive, proactive operators who own customer outcomes — not coordinators who track and report.
• Deliver timely, direct feedback — including difficult conversations — without delay; address performance gaps in the moment, not at the next review cycle.
• Manage performance formally and without hesitation when coaching does not produce change; maintain a high bar consistently across the team and follow through on consequences when expectations are not met.
• Hold structured, recurring 1:1s focused on development, not status; build individual growth plans and treat PM development as a standing leadership responsibility.
• Identify high-potential team members and actively invest in paths that build internal capability and retention.
• Model urgency, clarity, and ownership; set the standard for what “good” looks like and make it visible and repeatable.
• Build a team that performs consistently — not one dependent on individual heroics or the manager’s direct involvement.
• Create an environment where accountability and psychological safety coexist: PMs should feel ownership over their outcomes and safe to surface problems and risks early.

This role will be evaluated on:

• Reduction in abandoned implementations
• Reduction in churn within 6 months post go-live
• Milestone adherence rates across the full portfolio
• Time-to-go-live and time-to-value by customer segment
• Adoption of standardized, best-practice configurations
• Automation coverage of intervention and follow-up workflows
• Team development: PM tenure, performance trajectory, and internal promotion readiness
• Other duties as assigned by supervisor or HHAeXchange leader.
• Travel 10-25%, including overnight travel

• 10+ years of experience in SaaS implementation, onboarding, or customer delivery
• 5+ years managing Project Managers or delivery teams in a SaaS environment — direct team management is required; experience leading an implementation team in SaaS is strongly preferred
• Demonstrated experience managing high-volume, complex project portfolios across multiple customer segments
• Proven track record of holding teams radically accountable to measurable outcomes — not activity
• Demonstrated people leadership depth: structured coaching, direct performance management (including difficult conversations and formal action), and PM development as a deliberate practice
• Experience building or scaling repeatable implementation processes in a high-growth environment
• Demonstrated ability to manage through change: new markets, new product features, shifting priorities, without sacrificing delivery quality
• Strong cross-functional collaboration skills; comfortable advocating for process and product changes at a senior level
• Bachelor’s degree or equivalent experience

• Healthcare or homecare software experience
• Experience managing implementation teams specifically (not just participating in implementations)
• Hands-on use of AI or automation in operational or delivery workflows
• Experience leading teams through market expansion or platform launches
• Track record of improving retention or adoption outcomes through process-level interventions

• Execution discipline
• Radical accountability — for self and team
• Operational ownership
• Decisiveness under ambiguity
• Risk anticipation and early intervention
• Scalable process design
• Pattern recognition and data-driven management
• Cross-functional influence
• Change management