VP, Engineering

Required Skills & Experience

●12 or more years in software engineering, with 7 or more leading multi-team organizations through directors or managers.

• Experience carrying a business outcome, not only delivery: you have been responsible for a metric the company watched, and you can explain how your engineering decisions moved it.
• A record of developing leaders, including growing first-time engineering managers into capable leads.
• Experience keeping commitments realistic: feasibility surfaced before the promise, and delivery against hard external deadlines without slipping quality.
• A track record of building strong, trusting partnerships with product management, with clear decision rights and shared accountability rather than a requirements handoff.
• Experience in a startup or scale-up where structure had to be built rather than inherited.
• Bachelor's degree in computer science, engineering, or a related quantitative field, or equivalent demonstrated experience.
• An advanced degree in a quantitative field is a plus, not a requirement.
• Ability and willingness to travel up to 10% as needed for onsite meetings, team collaboration, and company events.

Nice to Have Skills & Experience

• Healthcare, payer, or value-based care experience, and familiarity with HIPAA-regulated systems.
• Experience with contact center, telephony, or omni-channel engagement platforms.
• Experience shipping decisioning or personalization systems where model output drives real-world actions.

Job Description

As VP, Engineering, you will lead the engineering teams that directly support patients and care teams. This includes:

-A data science and decisioning team that determines the right next step for each patient. -A patient engagement platform team that delivers those steps through app, messaging, and voice channels. -A care team productivity team that builds the workflows and tools clinical and care staff use every day.

Together, these teams shape the patient journey from initial outreach through care completion. Data platform and infrastructure teams sit alongside your organization under the CTO, providing the foundation your teams build upon.

The organization is growing rapidly, expanding across new payers and markets. The systems and teams you lead will need to scale alongside that growth. You will set the engineering strategy for the patient journey in close partnership with Product, develop the directors and managers leading each team, and represent your organization's commitments and progress to executive leadership.

You will join an established leadership team with a clear operating model centered around outcomes and the opportunity to solve complex healthcare challenges, including turning predictive models into decisions that measurably improve patient outcomes at scale.

What Success Looks Like -The decisioning platform is live and guiding patient-level decisions, with teams operating as one connected chain from decision to delivery. -Patient activation improves measurably because of solutions your organization has delivered, with clear visibility into what is driving results. -Directors and managers grow into stronger leaders, with internal talent prepared to take on larger responsibilities. -Commitments to clients and executive leadership are consistently met, while unrealistic expectations are identified and addressed with Product before commitments are made.

Primary Responsibilities

Engineering Organization: Lead three product engineering teams spanning data science, machine learning, and software engineering through their directors and managers. Own their outcomes, delivery, and talent development.

Business Outcomes: Own the technology, data, and decisioning systems supporting patient engagement, care activities, and care completion. Success will be measured by business and patient outcomes rather than engineering output alone.

Roadmap: Set the engineering strategy and translate it into a roadmap alongside Product, engineering, and data science leadership. Partner with value-based care and clinical leaders to establish operational goals.

Product Partnership: Jointly own the roadmap with Product leadership under clearly defined decision rights. Product managers are embedded within each team, while you maintain final accountability for technical feasibility, sequencing, and engineering capacity. This partnership extends across Clinical Operations, Patient Engagement, Marketing, Medical Economics, and platform teams.

Cross-Team Tradeoffs: Lead engineering decisions involving tradeoffs across Product and Operations, such as decision quality versus channel execution or outreach intensity versus patient experience. Drive alignment when tradeoffs are difficult and escalate strategic decisions to the CTO when necessary.

Leadership Development: Hire, develop, and hold accountable engineering directors and managers. Develop emerging engineering leaders and make decisions around organizational design, team structure, and succession planning.

Commitments: Establish and maintain practices that keep Product and Engineering aligned. Ensure client and delivery commitments are technically achievable before they are finalized, and keep executive leadership informed of progress against the roadmap.

Technical Standards: Set architecture standards for patient-facing and care-team systems within the broader technical direction established by the CTO. Lead build-versus-buy decisions and establish engineering practices that allow teams to deliver quickly and safely.

Compliance: Ensure systems handling protected health information meet applicable HIPAA and HITRUST requirements, partnering closely with Security and Compliance teams.

Other duties as assigned.