VP, Provider Operations, Digital Client Success, and Experience

Optimize Customer Experience Streamline customer interactions and measurably improve satisfaction across the ambulatory base — from single-provider practices to multi-site groups. Integrate customer insight into the systems and tools customer-facing teams use, so that insight changes behavior rather than sitting in a dashboard. Own the escalation path for at-risk accounts, partnering with Success and Support on save plans and root-cause remediation. Customer Content & Education Lead the Customer Content & Education team in producing clinically credible product documentation, help center articles, video content, and customer certification programs. Build reusable, modular content that AI models can ingest to strengthen self-service for customers and internal teams. Ensure content reflects real ambulatory workflow — scheduling, documentation, e-prescribing, coding, claims, patient engagement — not generic software training. Net Promoter Score & Voice of the Customer Own NPS for the business unit, interaction-influenced and quarterly relationship surveys alike. Translate NPS and verbatim data into a prioritized improvement roadmap, and drive it to closure with named owners and dates. Establish a closed loop: every detractor response gets a documented follow-up and, where warranted, a systemic fix. Journey Orchestration Partner with Customer Experience Operations to orchestrate engagement, enablement, and campaign journeys across the lifecycle. Support Customer Success in defining, maintaining, and driving adoption of playbooks and lifecycle messaging. Design the moments that matter most in ambulatory: implementation go-live, first month of live claims, first payer rule change, and annual regulatory updates. Release Coordination Partner with Go-To-Market teams to understand upcoming releases and their downstream implications. Run impact assessments covering documentation, help center content, training, support macros, and internal process ahead of each release. Serve as the gate that stops releases without a readiness plan for customers and customer-facing teams. Customer Success & Product Experience System Administration Administer and support the Customer Success, Education, Customer Engagement, and customer communication platforms. Ensure clean integration and full utilization of the CX stack; consolidate overlapping tools and eliminate shelfware. Embedded Operating Executive The general-management half of the role. This leader is the operational counterpart to the business unit's General Manager, converting strategy into an executable operating system. Operating Cadence & Business Rhythm Design and run the operating cadence: weekly execution reviews, monthly business reviews, quarterly planning, and annual operating plan development. Own the agenda, the pre-read, the decision log, and the follow-through. Meetings produce decisions and owners, or they are cancelled. Serve as chief of staff to the General Manager, acting with delegated authority to unblock cross-functional work. Process Architecture & Operational Design Map current-state processes across Sales, Implementation, Support, Success, Billing, and Product, and find the handoffs where accountability is ambiguous and time is lost. Design and implement the future state — documented, owned, measured, and versioned, with clear RACI at every handoff. Build the scaffolding a scaling business requires: intake and prioritization, capacity planning, SLA enforcement, escalation tiers, and exception handling. Run continuous improvement against a standing backlog of process debt, prioritized by customer impact and cost to serve. Performance Management & Business Intelligence Define the business unit's operating metrics and build the reporting layer that makes them visible weekly, not quarterly — cost to serve, time to value, first-contact resolution, implementation cycle time, retention, expansion, and NPS. Partner with Finance on the operating plan, headcount model, and unit economics; own the operational levers behind margin. Replace anecdote with instrumentation. Where a metric does not exist, build it before debating the problem it describes. Growth Transformation Share accountability with the General Manager for the transformation agenda, translating growth strategy into sequenced workstreams with milestones, owners, and dependencies. Build scalability into the operating model so revenue growth does not require proportional headcount growth. Own execution of the business unit's most consequential cross-functional programs, including those without a natural functional home. Report to executive leadership on initiatives, results, and risks — with candor about what is not working. People Leadership Lead, coach, and develop the Customer Content & Education and Customer Experience Operations teams, including leaders of leaders. Build the operations function largely from the current state — define roles, hire selectively, and develop existing talent into the capability the business needs. Set clear performance expectations, run a real talent review, and hold a high bar consistently and humanely. Digital Customer Success Covers the Practice Fusion from Veradigm small-practice base — thousands of independent practices at a contract value that cannot support named CSMs. The mandate is a digital-led motion that produces real value realization and retention at a cost to serve consistent with segment economics. Segment Ownership & Retention Accountability Own gross revenue retention, net revenue retention, and logo churn for the segment. Lead the Customer Success team serving it, including pooled and tech-touch coverage and any dedicated coverage for the upper tier. Define the coverage model — which accounts receive human engagement, which are served digitally, and the value, risk, or expansion triggers that move an account between tiers. Score account health on real product teleme