Program Manager, Global Workforce Strategy (Contract)

Function Health•US - Remote,

About The Position

Function Health is seeking a contractor to lead their global workforce strategy workstream. This role will serve as the project manager and strategic connective tissue across People, Legal, Finance, Tax, and business leadership. The objective is to build comprehensive cost-benefit analyses to identify the optimal engagement model for each market, drive key strategic decisions to closure, and establish a clear, repeatable framework for sustainable scaling. This is a hands-on delivery role focused on making decisions, publishing guardrails, and creating a repeatable playbook.

Requirements

7+ years in program or project management with direct ownership of international workforce, global mobility and expansion, or global HR operations initiatives.
Hands-on experience with EOR platforms and implementations, contractor engagement models, and the economics and mechanics of establishing legal entities in a new market.
Working knowledge of the risk landscape: worker classification, permanent establishment, payroll and employment tax, work authorization, benefits, and statutory requirements.
Direct experience working with LATAM and the UK markets.
Strong financial modeling instincts. Able to build a defensible fully-loaded cost comparison across models and markets, and explain it to a CFO.
Proven ability to drive alignment and decisions across senior stakeholders without formal authority.
Crisp written communication; comfortable writing the exec memo and the operating doc with equal quality.
Ability to move fast in an ambiguous, high-growth environment and bring structure without adding bureaucracy.

Nice To Haves

Experience in healthcare or another regulated industry
Prior work at a company scaling from first international hires to a multi-entity footprint.
Familiarity with equity administration across contractor and EOR populations.

Responsibilities

Own the global workforce strategy work stream end to end - scope, plan, milestones, risks, and status reporting to leadership.
Build a comprehensive cost-benefit analysis across our international footprint, covering contractor-to-EOR conversions, new EOR implementations, and the threshold at which standing up a legal entity is the better long-term investment.
Develop a scalable decision framework for choosing between contractor, EOR, and entity models, weighted for cost, compliance risk, speed, candidate experience, and long-term operating complexity.
Drive cross-functional alignment across People, Legal, Finance, Tax, and business leaders - surfacing tradeoffs, forcing the open questions, and getting to a decision rather than another meeting.
Support UK expansion, including evaluation and potential entity creation, on a timeline that lands before year-end.
Partner with engineering leadership on LATAM hiring plans, giving them the data and framework to evaluate tradeoffs before commitments are made.
Define clear guardrails and operating principles for contractor engagements including eligibility for employee programs, benefits, and equity.
Establish lightweight governance: intake process, decision rights, escalation path, and turnaround expectations, so requests stop being handled reactively.
Document everything and run a clean handoff - playbooks, templates, and decision logs that outlast the engagement.