Digital Success Partner, Clinical Lab and Pathology Services

Stanford Health Care•Palo Alto, CA

53d•$67 - $88•Hybrid

About The Position

The Digital Success Partner (DSP) serves as a business relationship manager and owns stakeholder relationships, problem definition, and communication for a primary domain within the IT Applications team, with backup coverage of a secondary domain. The DSP is a pivotal individual contributor role reporting into the director level and serving on behalf of Application team leadership as a highly visible connective layer between business/clinical stakeholders, the applications team, and all of Technology and Digital Services (TDS). DSPs cover the major functions of the health system, including core clinical areas, plus Oncology, Transplant, Specialty Services, Imaging, Pathology and Clinical Labs, Patient Access/Flow, Revenue Cycle, Quality/Population Health, HR, Supply Chain, and Finance.

Requirements

Bachelors degree or Associates degree combined with significant compensatory healthcare experience required.
Candidates with no formalized college education will be considered if they have 10+ years clinical or healthcare operational experience in roles requiring critical thinking skills.
4–7 years of relevant experience in a technical analyst, clinical operations, informatics, or informatics education role prior to moving into the DSP position. Internal Analyst II/III experience or equivalent external experience is welcome.
Demonstrated track record of end-to-end issue ownership, follow up and closure, not just task completion.
Proven ability to distill complicated, nuanced information into concise, professional communication for varied audiences.
Responds to stakeholder concerns with clarity, respect, and practical judgment.
Recognizes patterns across requests, incidents, workflows, and stakeholder feedback, and translates them into clear themes for leadership and governance review.
Demonstrated critical thinking — able to interrogate a stated request, distinguish what's actually being asked from what's needed, and reason through ambiguous or incomplete information rather than accept surface-level answers.
Working fluency with AI-enabled tools relevant to the role (e.g., using AI to synthesize ticket history, draft stakeholder communication, or accelerate problem definition), reflecting the organization's broader AI transformation direction.
Ability to identify and pull in the right people to solve a problem without relying on organizational authority.
Familiarity with ServiceNow or a comparable ticketing system, including adding documentation or context where it adds value.
Ability to translate technical and operational detail into language suited to each audience (executive, clinical, analyst) without losing accuracy.
Builds consensus across clinical, operational, informatics, and technical teams when priorities, constraints, or definitions of the problem differ.
Diplomatic candor — delivers difficult news (delays, tradeoffs, no) directly without damaging trust.
Active listening skills to surface the real problem behind a stated request when the ask and the underlying need diverge.
Conflict navigation — handles disagreement between stakeholder expectations and technical or operational reality without escalating prematurely or picking sides.
Influence without authority — moves analysts, Experts, and stakeholders to action through credibility and relationship rather than position.
Escalation judgment — distinguishes between disagreements to facilitate personally, ones needing senior operational input, and ones needing technical director involvement.
Consistency under pressure — maintains a transparent, level tone whether news is good or bad.
Comfortable being visible and accountable for the health of a domain relationship without owning delivery.

Responsibilities

Owns stakeholder relationships in a primary domain; provides backup coverage in a secondary area or domain.
Maintains a current understanding of clinical and operational needs within assigned domains, including workflow pain points, system concerns, and opportunities where technology or process change may improve operations in a centralized transparent location. Proactively identifies opportunities where technology can be brought to bear before it is surfaced as a request.
Provides concise status communication for leaders and stakeholders, including current issues, decisions needed, risks, progress, and expected next steps.DSP solicits and represents business input into overall priority setting.
Works fluently in ServiceNow— monitors ticket status directly and adds documentation or context where valuable. Interfaces directly with the manager assigned analyst, peer to peer. The analyst owns ticket execution and is accountable for keeping the DSP current when documentation does not tell the full story.
Proactively communicates on behalf of all of TDS across tickets, projects and programs. This includes what has been delivered, what is in flight, what is expected in the next 3–6 months, while providing visibility into the longer-term roadmap shaped by business input and priorities. Partners with managers and directors across all areas of TDS to define what should be proactively communicated on roadmaps and in-flight work.
Serves as a consistent liaison between operations, informatics, application teams, and TDS leadership to surface needs, clarify issues, and support timely resolution.
Works collectively with other DSPs to recognize cross-organizational patterns, ensuring consistent messaging across domains while tailoring delivery to each stakeholder group.
Works with respective Medical Informatics Directors and Nurse Informaticists, collaborates across those roles, and ensures informatics expertise is engaged where necessary. Raises performance concerns to the analyst's manager as an exception path, not as the routine mode of interaction — the model is built to encourage peer-to-peer collaboration and discourage hierarchy.
During problem definition, the DSP adeptly uncovers and surfaces tensions or disagreements between operators about what the actual problem is vs. the stated request.
Facilitates resolution of those disagreements directly when within the DSP’s own judgment and relationship reach; escalates to senior operational leaders when the disagreement exceeds the DSP's standing to resolve, or to the DSP's own director when it requires additional organizational weight.
Once a project moves into execution, DSP transitions ownership of any further discussion about the problem or approach to the project team; re-engages substantively only when a project is both critically important and not progressing according to plan, as determined by the accountable Director for that project.. DSP stays connected to the Project Team to understand barriers and impacts to operations for awareness only, and maintain current understanding of evolving workflows.
Once prioritized as a problem by governance, the DSP brings problem statements and customer context to the applicable Experts or solutioning team for initial high-level solutioning, answering clarifying questions about customer needs and operational context during that phase, and bringing customers into the discussion, as appropriate.
Once scoping moves into deeper technical design and execution, identifies the key operators who need to be involved, then largely stands down from solutioning and scoping — remaining engaged only for status updates and stakeholder communication.
Leads problem definition to clarify whether an issue requires a technology fix or an operational fix, and prepares items for governance review and prioritization in partnership with the SVP and requestor. May be present at governance forums to support operations but is not the primary presenter.
May participate in MGT or other operational forums that translate strategic objectives into defined needs.
Maintains a minimum of 8–12 onsite days per month, working with stakeholders to determine the specific in-person cadence and timing; reserves in-person time for collaboration and relationship-building and remote time for task follow-up.
Maintains current understanding of the organization's AI strategy and available AI tools, including how customers can access and use them within appropriate use guidelines, and be able to explain this to stakeholders.