Sr. Manager, Provider Implementation

HHAeXchange•Minneapolis, MN

1d•$145,000 - $155,000•Hybrid

About The Position

HHAeXchange is seeking a Senior Manager, Provider Implementation to own end-to-end delivery outcomes for a team of Project Managers responsible for onboarding SMB, mid-market, and enterprise agencies across our agency management platforms. This role carries both execution authority and strategic ownership — the Senior Manager is expected to run a high-performing team today while simultaneously building the operational infrastructure that scales as HHAeXchange enters new markets and releases new product capabilities. This is a domain leader role — the Senior Manager owns the implementation function, sets the operating standard within it, and translates company strategy into how customers get onboarded and drive value from the platform. This is not a status-reporting role. The Senior Manager will be deeply embedded in portfolio-level risk, intervening directly in at-risk implementations, holding Project Managers to outcomes (not activity), and translating portfolio-wide patterns into durable process improvements. They will operate as a cross-functional leader — partnering with Product, Client Success, and Operations to remove systemic friction and drive continuous improvement — while maintaining the discipline and urgency required to hit delivery targets week over week. Success will be measured by reduced abandonment, lower post-go-live churn, faster time-to-value, and the Senior Manager’s ability to build a team and implementation delivery model that grows without breaking.

Requirements

10+ years of experience in SaaS implementation, onboarding, or customer delivery
5+ years managing Project Managers or delivery teams in a SaaS environment — direct team management is required; experience leading an implementation team in SaaS is strongly preferred
Demonstrated experience managing high-volume, complex project portfolios across multiple customer segments
Proven track record of holding teams radically accountable to measurable outcomes — not activity
Demonstrated people leadership depth: structured coaching, direct performance management (including difficult conversations and formal action), and PM development as a deliberate practice
Experience building or scaling repeatable implementation processes in a high-growth environment
Demonstrated ability to manage through change: new markets, new product features, shifting priorities, without sacrificing delivery quality
Strong cross-functional collaboration skills; comfortable advocating for process and product changes at a senior level
Bachelor’s degree or equivalent experience

Nice To Haves

Healthcare or homecare software experience
Experience managing implementation teams specifically (not just participating in implementations)
Hands-on use of AI or automation in operational or delivery workflows
Experience leading teams through market expansion or platform launches
Track record of improving retention or adoption outcomes through process-level interventions

Responsibilities

Maintain real-time awareness of the full implementation portfolio; proactively identify early indicators of delay, risk, or customer disengagement before they compound.
Intervene directly in customer engagements when projects deviate from milestone windows — not as an exception, but as a routine leadership function.
Require concrete corrective action plans from Project Managers and verify execution; distinguish between agreement and follow-through.
Escalate and resolve systemic blockers before they materially impact timelines or customer outcomes.
Operate risk management as a standing operational discipline, not a periodic reporting exercise.
Hold Project Managers to measurable outcomes: milestone adherence, activity quality, customer responsiveness, and forward progress — not project status summaries.
Conduct frequent execution reviews focused on actions taken and results produced.
Identify underperformance early and coach, redirect, or course-correct with urgency and specificity.
Set unambiguous expectations for pace, ownership, and customer guidance; reinforce them consistently.
Build a team culture where missed milestones produce action plans, not explanations.
Design and maintain implementation playbooks and operating frameworks that can absorb new markets, new customer segments, and new product features without disrupting in-flight work.
Lead the integration of new capabilities and platform changes into existing workflows — keeping delivery on track while incorporating new tooling, processes, and requirements.
Identify where processes are fragile, variable, or dependent on individual heroics; replace them with repeatable, documented standards.
Build the operating model with scale in mind: processes, documentation, and team structures that grow with the business.
Analyze portfolio-level trends to identify recurring failure modes, customer friction points, and execution gaps across project stages, customer segments, and platforms.
Translate findings into targeted process improvements, intervention frameworks, and updated playbooks.
Drive cross-functional collaboration with Product, Operations, and Client Success to implement structural fixes — not workarounds.
Bring data and pattern analysis to leadership conversations; advocate for changes grounded in observed evidence, not anecdote.
Leverage AI and automation to monitor implementation health signals, surface risk, and recommend next-best actions.
Automate internal workflows, customer prompts, documentation, and follow-up cadences to reduce manual overhead and execution variability.
Simplify customer decision-making through guided configuration and intelligent recommendations.
Partner with Product and Operations to embed automation into the implementation lifecycle as a core operating capability.
Own implementation outcomes through transition to Client Success, ensuring early lifecycle adoption is set up for success.
Partner cross-functionally to remove systemic barriers to speed-to-value — escalating product gaps, workflow friction, and data issues with specificity and urgency.
Serve as the senior escalation point for at-risk implementations; resolve or triage with authority.
Represent the voice of implementation in product and process conversations; advocate for customers and PMs with evidence.
Lead and develop a team of Project Managers (ranging from focused pods of 5 to larger teams of 9–10) across platforms with varying complexity and maturity.
Develop PMs into decisive, proactive operators who own customer outcomes — not coordinators who track and report.
Deliver timely, direct feedback — including difficult conversations — without delay; address performance gaps in the moment, not at the next review cycle.
Manage performance formally and without hesitation when coaching does not produce change; maintain a high bar consistently across the team and follow through on consequences when expectations are not met.
Hold structured, recurring 1:1s focused on development, not status; build individual growth plans and treat PM development as a standing leadership responsibility.
Identify high-potential team members and actively invest in paths that build internal capability and retention.
Model urgency, clarity, and ownership; set the standard for what “good” looks like and make it visible and repeatable.
Build a team that performs consistently — not one dependent on individual heroics or the manager’s direct involvement.
Create an environment where accountability and psychological safety coexist: PMs should feel ownership over their outcomes and safe to surface problems and risks early.
Other duties as assigned by supervisor or HHAeXchange leader.