Director of Operations

Position Overview

The Director of Operations owns the day-to-day execution of our business. This person is responsible for keeping all departments running well, aligned to the same goals, and held to a high standard, while staying in full compliance with Georgia Medicaid waiver programs (EDWP, CCSP, SOURCE).

This is not a monitoring role. The Director of Operations is expected to be in the business daily — spotting problems before they become fires, acting on data rather than waiting for direction, and building the kind of systems that let us grow without things falling apart. They turn insight into action and hold the organization accountable to results.

This role sits at the center of the leadership team. The Director of Operations works closely with the CEO on company-wide strategy, major operational decisions, and organizational direction. Cross-functional partnership with executive leadership is a core part of how this role operates, not an occasional occurrence.

We are looking for someone who leads from the front, doesn't wait to be told what to do, and genuinely cares about the people they lead and the members we serve.

Reporting Structure & Oversight

• Reports directly to the CEO
• Has direct oversight of all operational departments:
• Care Coordination (Case Managers)
• Communications Analysts (CA Team)
• Nursing Department
• Intake Department
• Directly accountable for the performance of all department leaders and supervisors within those functions

Key Responsibilities

1. Operational Leadership

• Run day-to-day operations across all departments with clarity and consistency
• Keep Intake, Nursing, Care Coordination, and the CA Team aligned and moving in the same direction
• Hold the organization to structure — make sure work is getting done, not just discussed
• Be the person the team looks to when something isn't working

2. KPI Ownership & Performance Management

• Take full ownership of operational performance across all departments, including:
• Care Plan Review (CPR) completion and monthly pacing
• Monthly member contact completion
• Nursing assessments — both Initial Assessments and Reassessments
• Intake referrals, conversion rates, and throughput
• State approval metrics (Alliant submissions, approvals, and timelines)
• Stay on top of what's assigned vs. what's actually getting done — and close the gap
• Catch overdue services and compliance risks before they become problems
• Own and maintain the company's operational dashboard; it should always reflect what's actually happening
• Use real data to run weekly performance conversations
• When the numbers show a problem, act on it: adjust workflows, shift resources, hold people accountable
• Keep the whole organization on track to hit its monthly targets

3. Process Improvement & Scalability

• Find where we're inefficient and fix it — not just flag it
• Build systems and workflows that can handle more volume without more chaos
• Bring consistency across departments, so we're not reinventing the wheel every time
• Reduce the amount of manual, repetitive work through smarter processes and, where appropriate, automation

4. Leadership & Team Development

• Develop the leaders under you — coach them, challenge them, and hold them to a standard
• Make sure supervisors are actually managing their teams, not just existing alongside them
• Check in regularly and follow through on what comes out of those conversations
• Deal with underperformance directly and quickly
• Recognize people who are doing the work well and advocate for their growth
• Build a strong culture that people want to be in
• Set the tone: high expectations, genuine support, and no tolerance for misalignment with our values

5. Decision-Making Authority

• Has the authority to:
• Redistribute workload across departments when needed
• Adjust workflows and SOPs without waiting for approval
• Hold leaders accountable to performance standards
• Make recommendations on hiring, promotions, and terminations
• Works directly with the CEO on:
• Strategic initiatives and company direction
• Major operational changes
• Organizational structure decisions

6. Compliance & Risk Management

• Know the Georgia Medicaid requirements (EDWP, CCSP, SOURCE) and make sure we never fall short of them
• Keep a close eye on missed services, documentation gaps, and anything that could create audit exposure
• Get ahead of compliance risks — don't wait for a problem to surface before addressing it

7. Meeting & Communication Leadership

• Lead weekly operational meetings grounded in real data — no vague updates
• Create clarity across departments: everyone should know where they stand and what's expected
• Break down silos and make sure operational teams are actually talking to each other

8. Growth & Strategic Execution

• Build the operational foundation that supports company growth — not just what we need today
• Prepare for increased volume and new service lines before they arrive, not after
• Think 3–6 months ahead and flag what we need to have in place

Leadership Expectations

The Director of Operations must:

• Lead people with genuine care — this is a servant leader role, not a title
• Have a high EQ; know how to read a room and navigate difficult conversations without losing composure
• Be self-directed — we should never have to tell this person what to do next
• Make decisions confidently and follow through on them
• Communicate with equal effectiveness one-on-one and in front of a group
• Model the accountability and consistency they expect from others
• Be comfortable presenting to leadership, external partners, or a room full of staff

Requirements

• Prior experience in a Director of Operations, Operations Manager, or similar senior leadership role
• A real track record of building strong teams and improving how organizations run
• Bachelor's degree required — business, management, or a related field preferred; a Masters degree is a plus
• Office attendance 8am to 4pm Tuesday-Thursday at our office, located at the northern perimeter of Atlanta
• Note: Healthcare or case management experience is helpful but not required. What matters most is the ability to lead, think operationally, and fit our culture.

Success in This Role Looks Like

• Departments consistently hitting their KPIs without the CEO having to step in
• No service backlogs or compliance risks slipping through the cracks
• Leadership and staff who know exactly where they stand and what's expected of them
• Real-time visibility into how the organization is performing at any given moment
• Workflows that actually work — minimal friction, minimal rework
• An organization that's ready to grow because the foundation is solid

Work Location: Hybrid remote in Atlanta, GA 30339