Product Manager

Blueberry Pediatrics

13d•$130,000 - $150,000

About The Position

Blueberry's Mission: Our mission is to turn every family’s living room into their own personal pediatric urgent care. We combine home exam kits, concierge-like access, and AI-enabled Pediatricians to provide affordable and near-instant clinic-level care, 24/7. We believe every child deserves access to top-quality healthcare. We’ve proven that by drastically improving access and turning healthcare into a consumer-grade experience, we drive better health outcomes for children and families while dramatically reducing medical costs for parents and health plans (up to 50% reduction in ED costs). We are a mission and values driven company. Note: Beware of Scammers. Blueberry will NEVER ask you to download software/apps or request sensitive personal information like bank accounts or social security numbers. If you received an email requesting this information it is likely a scam. We are only accepting candidates through our job board. The Opportunity We're looking for a Product Manager to own clinical efficiency as a core objective within the urgent care business. Your north star is to help our doctors deliver excellent care to more families, in less time, with less friction, and make the economics of pediatric virtual care work at scale. You will own the strategy and roadmap for how our clinicians work: how they triage, document, communicate with families, and move through a visit. You'll live in the problem space, combining quantitative analysis of visit and workflow data with qualitative time spent alongside clinicians, and translate what you learn into a prioritized set of bets. You'll build the cost/impact models that decide which ones are worth making, then partner closely with clinical, operations, and engineering to ship those bets. Throughout, you'll treat AI as a core lever much of the efficiency frontier here runs through applying AI responsibly to real clinical workflows.

Requirements

3–6 years of product management experience, ideally shipping to a defined, measurable objective
A track record of moving metrics through shipped product — not just managing a backlog
Strong quantitative instincts: comfortable pulling, analyzing, and reasoning from data, and building simple cost/impact models
Strong qualitative instincts: able to sit with users (here, clinicians), see the real workflow, and separate signal from anecdote
Clear written and verbal communication; able to build trust and alignment across clinical, ops, engineering, and leadership
Comfort operating with ambiguity in a fast-moving environment where the operating manual is still being written

Nice To Haves

CS or other technical degree
Experience at a health-tech or med-tech startup
Experience building products for clinicians, care teams, or other expert operators
Fluency with applying AI/LLMs to real workflows — knowing both what they unlock and where they fail
Experience with virtual or hybrid care delivery, or an understanding of telehealth workflow constraints
Comfort with operational and unit-economics modeling

Responsibilities

Own clinical efficiency as a business objective
Own doctor clinical efficiency as a key, measurable objective within the urgent care business
Define what "efficiency" means in concrete metrics (e.g., visits per clinician-hour, time-to-resolution, documentation burden, message-to-visit ratio) and set targets against them
Be accountable for moving those numbers while holding clinical quality and clinician experience constant or better
Develop and execute the strategy and roadmap for achieving the business's clinical-efficiency goals
Sequence initiatives against impact, effort, and risk; make explicit trade-offs and keep stakeholders aligned on why
Maintain a clear, current view of where the roadmap stands and what's coming next
Deeply understand the problem space through both quantitative and qualitative analysis: visit data, workflow telemetry, and time spent watching clinicians actually work
Turn observations into a prioritized, evidence-backed set of opportunities rather than a wish list
Distinguish the friction that's worth removing from the friction that's load-bearing for quality or safety
Build models that estimate the cost and impact of potential initiatives before we commit to them
Use those models to defend prioritization decisions and to forecast the operational and financial effect of shipped work
Close the loop by measuring realized impact against the model and feeding that back into the next round
Build strong working relationships across clinical, operations, leadership, and engineering
Partner with the clinical team to ground product decisions in real care delivery, and with operations to make sure changes land cleanly in day-to-day workflows
Communicate clearly and often with leadership on direction, progress, and trade-offs
Partner with engineering to deliver projects on time and on budget
Write crisp specs, make fast and reversible decisions where you can, and unblock the team when you can't
Own delivery outcomes, not just the plan
Leverage AI to extend and expand what you can deliver — in the product itself (clinical workflow tooling, documentation, triage) and in how you work (analysis, modeling, synthesis, prototyping)
Stay close to industry advancements in clinical and AI workflows and bring those possibilities into the roadmap