About the RoleAs Head of Operations, Care Delivery, you will lead the Physical Therapy organization and be accountable for its health, capacity, quality of service delivery, talent, and financial performance.
You will translate company and clinical strategy into 6-12+ month operating plans, allocate resources across PT teams, and build the systems that let the function deliver predictably at scale. You will lead through a management team of Senior PT Managers and PT Managers/Leads, and you will hold them accountable for team performance, quality, talent, and execution.
Reporting to the SVP Clinical Operations, you will own the PT operating model end to end and ensure constant alignment to the Product vision and strategy. You will also partner with your peers across Clinical Operations (health coaching, dietitians, medical specialists, and care coordination) and other Operations functions to optimize the broader care portfolio. Together you will coordinate simultaneous efforts that shift department-level KPIs.
What you'll accomplishOwn the PT operating plan, headcount, and budget- Independently own the full PT operating plan, headcount plan, hiring priorities, and labor budget.
- Set the PT org OKRs so they ladder up to company and department goals; translate them into half-year plans, quarterly priorities, and resource allocation decisions across all PT teams and operating programs.
- Own all administrative and operational decisions within the PT function, within company policy, agreed remit authority and clinical governance.
Set and deliver function-level strategy and outcomes- Develop and execute on a clear point of view for where the PT org should go and what it should deliver for members and the business.
- Identify the biggest opportunities to improve access, capacity, quality, clinical outcomes, and cost. Drive them from idea to results. Make the business case for tools, technology, and resources required.
- Fully own performance for the entire scope of PT operations; including but not limited to access, capacity, quality, clinical outcomes, compliance, employee experience, and cost.
- Design and own the PT operating model, including workforce planning and staffing aligned to product vision, performance management, clinical operations processes, and escalation paths.
- Act as the quality guardian for the function: ensure operations and service delivery meets company standards for compliance, reliability, and performance without needing outside audit or intervention.
- Proactively identify structural impediments (process bottlenecks, policy gaps, tooling limits) that prevent the function from scaling and performing reliably; drive the fix.
Build the leadership bench and the organization- Lead the PT leadership bench, succession planning, and ongoing organization design.
- Develop leaders through coaching, delegation, and stretch opportunities, and act quickly where performance gaps exist
- Maintain a current read on talent density across the organization, and pressure-test the leadership team so that no pockets of low performance go undetected.
- Set the tone for a high-trust, high-accountability culture and drive strong employee engagement.
Lead change and cross-functional impact- Drive technology and AI adoption and change management across the PT organization.
- Partner with peer leaders across Clinical Operations disciplines to find and pursue opportunities that optimize the broader portfolio.
- Influence peers, Directors, and senior executives to drive change, bringing a recommendation and the data behind it. Provide regular strategic updates to executive leadership.
Who you Are- Strategic thinking, planning, and execution of finance and resource management: Shapes and operationalizes strategy through rigorous prioritization, process improvement, and strong implementation by teams. Forms an independent point of view on where the function should go, identifies the biggest opportunities, and turns them into prioritized plans. Sets ambitious goals and OKRs aligned to company priorities. Delivers a portfolio of work that measurably moves department-level KPIs. Balances strategic oversight with knowing when to dive into the details. Owns planning and management of labor budget, makes investment and resourcing decisions, and aligns resources to strategic priorities.
- Leadership and talent development: Builds and strengthens the leadership bench, leads succession planning, and sustains high engagement and management effectiveness scores. Inspects the work, identifies systemic issues individual teams cannot see, grows the capability of leaders to do the same, and acts decisively on performance.
- Cross-functional collaboration and stakeholder management: Builds trusted relationships at every level, navigates and resolves conflicts across teams, and leads cross-functional initiatives. Makes governance-level decisions, obtaining Executive alignment as needed. Speaks up with a clear position and commits fully once a decision is made. Initiates cross-functional efforts. Secures the tools and resources the function needs from teams they don't manage.
- Change management: Identifies where change is needed and champions innovation, scale, and organizational change across multiple teams and has a track record as a change leader.
- Communicates effectively: Translates company strategy into clear context for managers and frontline teams so that the "why" reaches the front line. Keeps messaging consistent across parallel efforts. Communicates a clear point of view to executives and leadership peers.
- Accountability and Hustle: Owns results and surfaces risks early with proposed mitigations. Holds leaders accountable to ambitious goals and to quality standards. Removes bottlenecks that span teams and keeps initiatives moving.
Basic Qualifications- A senior healthcare operations leader who has directed a large, multi-team clinical or service delivery function and managed through layered leadership structure (manager of leaders). At least 5+ years leading a multi-layer organization, with people managers as direct reports and total org size of 200+ headcount.
- Demonstrated evidence of continually meeting and exceeding targets. Has owned an operating plan, headcount plan, and labor budget and made final operational and organizational decisions with real accountability for outcomes.
- Builds systems rather than relying on heroics: workforce and capacity planning, performance management, escalation paths, and quality controls that scale
- Has built a leadership bench, run succession planning, and designed organizations through growth and change
- Thrives in high ambiguity and fast change, makes sound trade-offs, and escalates appropriately. Has a relentless resourcefulness and bias for action when facing unfamiliar or poorly defined problems.
- Communicates with clarity to clinicians, executives, and cross-functional partners
Preferred Qualifications- Doctorate in Physical Therapy (DPT) or other relevant clinical licensure
- Experience in digital health, virtual care, or leading clinicians in a remote, distributed environment
- Experience leading large-scale technology or AI adoption within a clinical workforce
Hinge Health Hybrid ModelWe believe that remote work and in-person work have their own advantages and disadvantages, and we want to be able to leverage the best of both worlds. Employees in hybrid roles are required to be in the office 3 days per week, for the full 8 hours of a typical business day. The San Francisco office has a dog-friendly workplace program.
