Strategy and Operations team members typically interact across several cross-functional teams. Most problems that the team handles fall into these buckets:
- For a new or nascent portion of our business, should our positioning to enterprise clients differ from our positioning to small and medium businesses (SMB)? Does our target message differ by role within the enterprise? By region? Most importantly, how does that flow into guidance and metrics to the sales team, and our sales pipeline design? You’ll own this problem, talk to customers to figure out the answer, and then implement your answer through owning changing positioning across the board: website, PR, sales training, support, etc.
- Our customers are constantly directly asking us for new products, or sharing frustrations with their daily work that we know can become new products. Talk to customers and look at the strategic landscape to figure out which ones we should do now vs later, and then pick one (or more) and launch them. You’ll grab an engineering team, an ops team (if you need one), and build / launch / learn to solve more problems for healthcare facilities and healthcare professionals nationwide.
- We often learn the most by touching reality in a single metropolitan market, and then scaling the learnings nationwide to improve the marketplace nationally. You’ll choose a few markets to own end-to-end: from marketing budget to pricing incentives to policy to owning the sales team for those markets to credit underwriting and everything in between - truly end to end, and fully unconstrained. You’ll talk to healthcare facilities and nurses, look at the historical data for that market (growth, margin, acquisition and churn, etc), to figure out what to do and then simply do it. We’ll essentially say “here’s a few hundred thousand dollars, and full ownership over these three cities, do whatever you think is best - we’re here to support you”.
- Which metropolitan markets should we expand to next and in which order? How much do competitive mechanics matter vs strategic mechanics, and what are the most important strategic drivers in the choice? You’ll talk to customers who work at healthcare facilities, nurses, and dig deeply into our market liquidity and pricing data from existing metropolitan markets to own the outcome. Then as we expand, you’ll find the hardest problem in the next round of expansion (sales, marketing, pricing, etc) and own a part of that problem that most unblocks other teams to expand at the speed of your vision.
No matter what a member of the team is tasked with, everyone is expected to dive into the numbers and speak directly with our customers to implement solutions that will improve our marketplace. By design, the S&O team has a lot of freedom to move and is focused on the most important customer problems; members of the team are encouraged to pick up threads all over the business rather than in one specific focus area.
Active Projects Our Team Members Are Currently Working On
- Luke Lida: Building InstantPay for All
- Eli Zamora: Reactivating churned HCFs (healthcare facilities) and building out a new demand acquisition motion for new lines of business
- Katherine Chan: Crafting a go-to-market strategy focused on market density
- Maria Vaysman: Experimenting with charge / bill rates within the marketplace while fighting market contraction
- Nancy Yang: Leading our marketing team focused on HCP acquisition
- Samay Jhunjhunwalla: Leading the Billing Team within Customer Operations
- Brandon Mais: Runs targeted experiments directed towards acquiring the supply side / healthcare professionals
Strategy Groups and Structure
The product / engineering / strategy teams are structured into various groups oriented around a set of customer problems (“missions”). Those missions are not fixed or even exclusive; there might be times when multiple Groups are attacking the same problem. That’s both acceptable and (on the margin) expected.
A group is a cross-functional unit led by a Group Product Manager alongside one or more Engineering Managers and strategy team members.
- As an HCF, I want the quality of my part-time/agency HCPs to be at least as good as my full-time HCPs
- As an HCF, I want shift management to be frictionless
- As a new HCF, I need staff in the building today
- As an HCF, I want to be able to solve my problems without Support involvement
- As an HCF, I can’t get all the HCPs I need through CBH because I ran out of credit
- As CBH, we might lose a lot of money due to bad debt
- Quickly acquire and activate high-quality HCPs
- Make the booking experience fast and easy
- Make payments fast, reliable, and seamless
- As CBH, we might lose a lot of money due to fraud
- As an HCF, I think CBH/staffing is unreliable
- As an HCP, there are shifts I would have worked if the pay was higher
- As an HCF, I am having a bad experience filling shifts
- As an HCP, I don’t have enough good shifts
- The mission of the Platform Engineering Group at Clipboard Health is to ensure that our engineering system (services, infrastructure, applications) can meet the demands of scale as our business grows. Platform teams make investments to complement and accelerate the work of our more purely product-focused teams.
- Note the Platform teams will also help reduce the risk of collision since we’re not dedicating product real estate to particular teams.
These missions are not a collectively exhaustive list of what could be worked on, but simply what we’ve deemed to be the most important missions at this moment in time.
Strategy & Operations Thought Pieces
The goal of investment memos is to outline the exhaustive set of problems that we may want to attack during the quarter. We’re not necessarily committing to a particular solution, but proposing solutions helps provide valuable surface area by which we can brainstorm alternative paths
Clipboard Health participates in over 600 markets; each performs best with a unique set of optimizations. Our marketplace tuning documents coordinate all our teams working towards that goal.
*note: the product team and strategy & operations team work very closely together; we included writing from our product team as well because it provides valuable context regarding the kind of work you’d be doing here.
Strategy & Operations Job Opportunities
We are looking for an outstanding Strategy and Operations Team Member who will work at the nexus of operation and analytics while working across the org to drive our business forward. You'll be insanely curious, uncover opportunities to improve the operation of our marketplace, and deploy your sharp analytical mindset on high-impact projects.
As a Finance Scout, you’ll be one of a handful of finance analysts in a several hundred million dollar P&L inside a Sequoia-backed unicorn, where your mission is to follow your curiosity and do whatever you want. You might work with our Sales, Marketing, or Operations Team to hunt down insights about how to run the marketplace better. This is a go-anywhere do-anything role.
You’ll be working closely with our Strategy & Operations and Product team. You might work with Product to implement new financial services products. You might create from scratch the liquidity ladder to manage balance sheet cash or negotiate asset-backed lines of credit with bulge-bracket banks. Like all our finance roles, this is varied, interesting and often self-selected work.
Our Finance Startup Leadership Program takes people with experience and graduate-level knowledge of finance who learn leadership skills in the fast-paced startup world and gets them there fast in a hands-on, high-impact, on-the-job learning environment. You bring the skills, and we provide the leadership philosophy that pushed us from a seed-stage startup to a $1.3b Unicorn in a few short years.
The Management Consulting Startup Leadership Program is the fastest, highest-impact way to translate your management consulting skills to leadership in the ever-changing, fast-moving world of startups. We will show you the lay of the land before fast-tracking you to management, project management, and more as we show you the management program that let us scale from a seed-stage company to a $1.3b Unicorn valuation without any loss of speed or flexibility.
Meet Our Strategy & Operations Team Members
Head of Strategy and Operations [Current]
Past Experiences:
Associate, Business Development and Capital Markets at tZERO Group IncAnalyst at SunTrust Robinson HumphreyProject Manager at Epic
Strategy and Operations
Past Experiences:
Director, Strategy & Operations at Doordash
Strategy and Operations ManagerStrategy and OperationsProduct Analyst
Past Experiences:
Business and Tech Contributor at La Vanguardia (Spain's biggest newspaper)Senior Consultant at Latam Training GroupSupply Chain, Strategy, and Innovation Consultant at Accenture
Strategy and Operations Manager
Past Experiences:
Co-Founder of Franco Restaurant GroupSenior Central Operations Manager at SnapprOperations Manager, Central America at Uber
Strategy and Operations Manager
Past Experiences:
Strategy and Operations Manager at GoogleFirst Cohort at On Deck Strategy and OperationsGlobal Strategy and Operations for Uber
Strategy and Operations Associate
Past Experiences:
Associate, Relationship Investments for CPP InvestmentsInvestment Banking Analyst for Goldman Sachs
Strategy and Operations Manager
Past Experiences:
Senior Associate, Direct Private Equity at CPP Investments
Product / Strategy & Operations Off-Site
Our product team members come from a wide variety of backgrounds and experiences, which really makes Clipboard Health’s Product + Strategy & Operations team unique. This kind of background diversity makes collaboration more fun and deep by promoting an environment that constantly challenges conventional thinking.
Our product team meets on a quarterly product offsite. Click the link to read more about our offsites and other fun social events we’re doing as a remote-first company!
