Director of Operational Performance & Population Analytics

Chamber Cardio•Washington, DC

1d•Remote

About The Position

At Chamber, we’re rebuilding the system for cardiology, creating a world where outcomes, not volume, define success. We partner with independent cardiologists to help them lead population health efforts in their communities, equipping them with technology, data, and operational tools that turn complex insights into better care for patients. Our model blends clinical expertise, thoughtful design, and a modern operating platform that supports physicians, patients, and payers alike. We believe innovation and empathy go hand in hand, and by combining cutting-edge AI tools with a relentless focus on human care, we can transform heart health at scale. We’re looking for a Director of Operational Performance & Population Analytics to own two connected functions: the performance tracking that tells us whether our care programs are working, and the population analytics that tells us where to focus and what to build next. This is not a reporting role and it is not a Med Econ role. It is an accountability and insight role. You will own leading indicators, SLA tracking, quality measures, QA, and program ROI — and you will partner in dyad with Clinical and Care Ops leadership to turn those insights into action. Finance owns the actuarial and claims-based retrospective. Informatics owns data infrastructure. You own the story those inputs tell and what the organization does about it.

Requirements

7–10+ years of experience in healthcare, with a background in performance management, quality improvement, analytics, program management, or an adjacent field.
Demonstrated experience owning performance measurement and improvement in a complex operating environment — not just producing reports, but using data to drive change.
Familiarity with value-based care performance metrics — SLAs, quality measures, engagement benchmarks, and operational KPIs. You know what good looks like and can identify when something is off before it becomes a problem.
Strong analytical instincts with the ability to work across data sources, interpret results, and translate findings into clear recommendations for non-technical audiences.
Experience designing and running QA or audit programs — evaluating operational or clinical quality against defined standards and building feedback loops that drive improvement.
Experience hiring and developing analysts or junior team members
Clear, structured communicator who can present performance data and improvement priorities to senior leadership without burying the point
Experience with population-level analytics in a clinical or VBC context — you know how to move from an attributed population to a prioritized program opportunity, build the business case for it, and hold that conversation with a CMO or Medical Director without needing it translated.
Passionate about improving outcomes for cardiology patients and providers.

Responsibilities

Own the tracking and reporting of Chamber's leading indicators, SLAs, quality measures, and operational metrics — answer rates, engagement rates, click-through rates, productivity, and program adherence across active contracts.
Build and maintain dashboards and scorecards that give Care Ops, Clinical, and leadership a clear, real-time view of how programs are performing against contractual and operational targets.
Partner with Informatics and Finance to ensure your team has clean, reliable data to work from — you own the performance story, not the data infrastructure.
Analyze Chamber’s attributed populations across contracts to surface clinical trends, risk concentrations, and care gaps — translating population-level data into program priorities for Clinical and Care Ops leadership.
Build the clinical and operational business case for new programs before they go to build — modeling achievable outcomes, and ensuring program priorities reflect both contractual SLA impact and clinical value.
Own target-setting and outcome modeling for active programs — defining what success looks like for a given population before a program launches, and tracking whether it is on trajectory.
Conduct retrospective program evaluation — assessing whether a program moved the needle clinically and operationally, and feeding those findings back to program design.
Design and run a QA and audit program across care delivery operations — evaluating the quality of human interactions, care team performance, and documentation against Chamber's standards.
Extend QA oversight to AI-enabled workflows — auditing quality, accuracy, and appropriateness of AI-driven outreach and engagement, and flagging where human review or intervention is needed.
Translate performance data into specific, actionable improvement recommendations — and partner with Care Delivery, Program Ops & Infrastructure, Clinical, and Product to drive those improvements to resolution.
Own root cause analysis when targets are missed — diagnosing whether the issue is workflow, tooling, staffing, clinical protocol, or something else, and routing the fix to the right team.
Build a performance improvement operating rhythm for Care Ops — regular reviews, structured escalation paths, and closed-loop accountability so identified issues actually get resolved.
Conduct an audit of Chamber's performance tracking across live contracts and programs, documenting what is being measured, what is not, where data is reliable, and where the gaps are.
Stand up a core operational scorecard for Care Ops leadership covering leading indicators, SLAs, and quality measures that matter most across active contracts — giving the team a single source of truth it does not currently have.
Hire a Data Analyst and establish the working model for how your team produces, validates, and communicates performance data across the organization.
Design and launch an initial QA audit program for Chamber's care delivery operations — establishing baseline quality benchmarks for human interactions and AI-enabled workflows.
Deliver a first integrated performance and population analytics review to Care Ops and Clinical leadership — covering program status against targets, where trajectories are off track, and where the population data points to the highest-priority opportunities for the next quarter.