Senior Manager, Strategic Operations

Givers•New York, NY

6d•$140,000•Hybrid

About The Position

As Givers grows across markets, the complexity of our operations grows with it. More states bring different regulatory requirements. More caregivers bring diverse needs and support patterns. More staff introduces workforce planning and utilization challenges. More product capabilities reshape how frontline teams work. To scale responsibly, our operations must continue evolving toward a more system-driven operating platform. The Senior Manager, Strategic Operations plays a central role in building that platform. In practice, this means designing the systems that allow Givers to scale while improving caregiver outcomes, staff experience, and operational performance. This role owns the architecture and evolution of the operational system at Givers. You will design the models, metrics, and operational frameworks that help the organization understand how it works today and how it must evolve as we grow. Your work will translate company priorities and our overall operating strategy into operational systems, pilots, and improvements that strengthen caregiver outcomes, staff experience, regulatory integrity, and cost structure. Just as importantly, your work should make life easier for the frontline team members closest to our caregivers, reducing friction, clarifying priorities, and enabling better decisions across the organization. You will work closely with the VP of Operations and partner with peers in Service Delivery, Product, Administration, and Growth to ensure that operational decisions are deliberate, measurable, and scalable. You will also help the organization anticipate operational needs months ahead, identifying capacity constraints, regulatory shifts, workflow bottlenecks, and system design gaps before they become operational problems.

Requirements

7–10+ years operating in strategic/business operation roles within tech-enabled care delivery organizations, healthcare startups, or complex service operations
Experience in Medicaid, value-based care, or other regulated healthcare environments strongly preferred
Experience working in organizations where technology, workflows, and frontline service teams are tightly integrated
Experience operating in high-growth environments where systems were still being built and refined
Experience designing or materially improving service operating models
Ability to think in workflows, dependencies, and feedback loops
Understands how staffing models, compliance requirements, tooling, and care delivery interact
Anticipates second-order effects of growth and operational change
Designs solutions that create durable leverage, not short-term fixes
Strong experience building KPI systems, operational dashboards, capacity models, workforce forecasts, and ad-hoc performance analyses
Comfortable modeling how changes in census, regulatory requirements, or productivity affect staffing and cost structure
Ability to translate ambiguous operational questions into structured analysis
Comfortable working directly with operational data, including SQL, spreadsheets, and BI tools to investigate performance trends and operational signals
Strong understanding of unit economics, cost-to-serve, and operational performance drivers
Comfortable analyzing program requirements, regulatory documentation, and policy guidance
Able to translate regulatory language into operational workflows, staffing implications, and compliance frameworks
Able to identify structural operational risks before launch or scale-up
Experience leading complex initiatives across operations, product, administration, and growth teams
Able to influence teams without formal authority
Comfortable surfacing tradeoffs clearly and pushing toward decisions when priorities conflict
Communicates effectively with both frontline operators and senior leaders
Demonstrated habit of spending time with frontline teams to understand how systems and workflows function in practice
Track record of translating qualitative frontline feedback into operational improvements
Strong instinct for how operational decisions affect workload, clarity, and team sustainability
Ability to pressure-test analytical conclusions against real-world operational experience
Comfortable building structure in organizations where systems are still emerging
Makes disciplined decisions without perfect data
Iterates quickly based on operational signal and structured experimentation
Sequences change carefully so teams can absorb improvements without destabilizing service delivery
Maintains humility about what dashboards can and cannot reveal

Responsibilities

Build the operational intelligence layer
Define and maintain core KPIs across volume, utilization, quality, compliance, and caregiver outcomes
Design dashboards and reporting systems that replace manual reporting and surface meaningful operational signals
Translate operational data into structured insights and improvement hypotheses
Ensure leadership has clear visibility into operational performance, trends, and emerging risks
Develop workforce and capacity models
Build and maintain staffing models tied to caregiver census, regulatory requirements, administrative burden, and care touchpoints
Forecast workforce needs across a 3–12 month horizon
Define capacity thresholds that signal operational risk
Model how changes in productivity, requirements, or census growth impact staffing and cost structure
Translate regulatory and market requirements into operations
Analyze new market programs and regulatory frameworks
Translate program requirements into operational implications across staffing, documentation, QA, billing workflows, and tooling
Ensure operational readiness artifacts are created before market launches
Partner with leadership to assess the feasibility and operational impact of expansion decisions
Design and run operational improvement experiments
Translate outcome signals into testable operational hypotheses
Design structured pilots that evaluate changes to workflows, staffing, or tooling
Define success metrics across caregiver outcomes, staff workload, compliance, and margin
Evaluate results and determine whether to scale, revise, or retire initiatives
Reduce operational friction and improve system design
Identify recurring operational bottlenecks and sources of administrative burden
Quantify operational friction through both data and direct observation of frontline workflows
Partner with Product and Service Delivery to redesign workflows and systems
Ensure improvements reduce workload and confusion rather than shifting burden elsewhere
Lead cross-functional operational initiatives
Scope and lead complex operational initiatives across Service Delivery, Administration, Product, and Growth
Ensure initiatives have clear priorities, ownership, timelines, and measurable outcomes
Sequence changes so frontline teams can absorb them without destabilizing service delivery
Measure initiative impact after launch and refine as needed
Build the strategic operations capability over time
Establish disciplined approaches to modeling, experimentation, and operational design
Over time, build and lead a small, high-leverage team focused on operational analytics and system improvement
Develop analytical rigor and operational judgment in future team members