This is a people-management function first. Its authority runs through hiring and training, performance management, workload modeling, and the SOPs, SLAs, and compliance standards that govern how care-team work is defined and executed—not through clinical protocol authority, which remains with the care team's clinical leaders. Get the people-management layer right and outcomes and medication elimination follow; get it wrong anywhere in the five areas below, and the outcomes contract is exposed.

The VP partners closely with the VP, Clinical Service Operations, HR, Finance, and Product/Analytics, and manages the leaders who drive hiring and training, performance management, workload and demand modeling, and SOP/SLA design across the care team.

Responsibilities

Care Team Hiring & Training:

Own the pipeline, profile, and readiness of every care-team hire—so headcount growth also means capability growth.

• Own the end-to-end hiring profile and recruiting benchmarks for each care-team discipline (RN, MA, coach, and adjacent roles), in partnership with HR.
• Own onboarding and training infrastructure—from new-hire competency through the clinical/coaching ladder—so new team members ramp to full productivity on a predictable timeline.
• Maintain the career ladder and leveling framework that lets the care team be recruited, retained, and grown at scale.

Care Team Performance Management (CTAQ; Care Quality)

Own the performance-management system that holds the care team accountable to its two governing quality metrics, Action Quality and Care Quality.

• Own the operating cadence—scorecards, reviews, coaching, and escalation paths—that keeps Action Quality and Care Quality performance visible and actionable at every level of the care team, from frontline to leadership.
• Build the manager toolkit (audits, calibration, root-cause and action-planning frameworks) that lets team leads drive performance without carrying it alone.
• Report Action Quality and Care Quality performance, trends, and interventions to SLT as the leading indicators of the outcomes and medication-elimination results the business is paid on.

Care Team Demand Per Member:

Own the model that converts member-level variation into an accurate demand estimate per member—the input Care Quality depends on.

• Own the framework that translates member complexity and need into time-per-member demand—recognizing that some members require more care-team time and others less, rather than treating all members as equivalent units of task or toil.
• Maintain and continuously validate the underlying algorithm (“X minutes for this member rather than Y minutes”) against actual care-team time and outcomes data.
• Partner with the VP, Clinical Service Operations so member-level demand rolls up correctly into the aggregate supply-and-demand model that governs staffing and capacity. Care Team Operations owns the per-member time estimate; Clinical Service Operations owns aggregating those estimates into staffing and capacity plans.

Care Team Attributes for Specific Populations:

Own the population-specific layer that sits on top of base care-team demand.

• Define and maintain the attribute library for specific populations and cohorts (e.g., partner-specific, care models, language, acuity, and program cohorts) that adjust the base demand model up or down.
• Ensure the basic building block—a single care-team action—aggregates correctly into the number of hours per day that service operations must plan and staff around for each population.
• Keep the attribute library current as new partners, programs, and cohorts are added, so no population is served on a demand model built for a different one.

Care Team SOP & SLA Design and Algorithms (CTS/DTS)

Own the standards that define how care-team work is triggered, routed, and time-bound inside Twin's CTS/DTS environment.

• Own the design, documentation, and versioning of care-team SOPs and SLAs—the rules that determine what happens, by whom, and by when, for every member-facing and administrative workflow.
• Own the algorithms that operationalize those SOPs and SLAs inside CTS/DTS, partnering with Product/Engineering to ensure system behavior (routing, escalation, alerting) matches the documented standard.
• Establish a governance cadence so every SOP, SLA, and algorithm has a named, accountable owner and a defined review/update rhythm as the care model evolves.

How Success Is Measured:

• Action Quality and Care Quality sustained at target thresholds across nursing, coaching, and MA care teams, with variance investigated and closed on a defined cadence.
• Care Team Action Quality measures the efficiency of the care team and Care Quality measures the quality of the care
• Action Quality: Target is 90% and Care Quality is 75% of higher
• Hiring and training pipeline delivers care-team members who reach full competency against a predictable timeline, with time-to-competency tracked and improving.
• Demand-per-member model materially reduces the variance between planned and actual care-team time, validated against real outcomes and workload data.
• Population-specific attribute layers are current, documented, and correctly applied across every active program, partner, and cohort.
• Care-team SOPs, SLAs, and algorithms are documented, versioned, and accurately reflected in Operational Workflows/Product Deliverables system behavior, each with a named owner.
• Outcomes and medication-elimination results trend positively as the downstream, attributable result of care-team performance management—not a separate initiative.

Qualifications

• 10+ years in healthcare operations leadership, including direct management of multi-disciplinary clinical teams at scale (250+ FTEs or 50K+ lives)
• 5+ years in Digital Health Organizations preferred
• Demonstrated ownership of a performance-management system for a clinical or clinical-adjacent workforce—metrics design, scorecards, audits, and leveling—not just participation in one.
• Experience building or owning a workload/demand model that differentiates level of effort by case or member complexity, rather than treating all cases as equivalent.
• Track record designing and governing SOPs, SLAs, and the algorithms or systems that operationalize them, ideally within a workqueue, ticketing, or clinical-workflow platform.
• Strong hiring and training-infrastructure experience—building a pipeline and onboarding system that scales with headcount, including clinical or coaching ladder design.
• Financial and operational fluency—comfortable translating care-team performance into COGS, unit economics, and outcomes-contract risk.
• RN or clinical license preferred but not required; clinical literacy is required to own Care Quality and clinical SOP/compliance standards credibly.
• Excellent people leadership; experience managing multi-layer operational teams and developing frontline leaders into confident managers.

Preferred

• Experience in value-based care, chronic or metabolic care, or digital health.
• Familiarity with Operational Workflows/Product Deliverables or comparable workforce, workqueue, or clinical-workflow tooling.
• Experience deploying AI-enabled tools (e.g., Copilot-style assistants, automated audit/performance scoring) into live operational workflows.
• Ability to build independently with Claude is a plus.
• This remote opportunity based out of the U.S. Applicants must be authorized to work for any employer in the U.S. We are unable to sponsor or take over sponsorship of an employment Visa at this time.

Compensation and Benefits

The compensation range for this position is $250,000 - $270,000 annually.

Twin has an ambitious vision to empower people to live healthier and happier lives, and to achieve this purpose, we need the very best people to enhance our cutting-edge technology and medical science, deliver the best possible care, and turn our passion into value for our members, partners and investors. We are committed to delivering an outstanding culture and experience for every Twin employee through a company based on the values of passion, talent, and trust. We offer comprehensive benefits and perks in line with these principles, as well as a high level of flexibility for every Twin

• A competitive compensation package in line with leading technology companies
• A remote and accomplished global team
• Opportunity for equity participation
• Unlimited vacation with manager approval
• 16 weeks of 100% paid parental leave for delivering parents; 8 weeks of 100% paid parental leave for non-delivering parents
• 100% Employer sponsored healthcare, dental, and vision for you, and 80% coverage for your family; Health Savings Account and Flexible Spending Account options
• 401k retirement savings plan

Originally posted on Himalayas