Head of Customer and Commercial Operations

External

Pearlhealth · Seattle

Full-timeRemote2w ago

Leadership

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About the role

Pearl Health is dedicated to empowering primary care providers, health systems, and physician-led networks to succeed in the shift to value-based care. Our platform delivers the technology, financial tools, and expert services that enable practices to provide more proactive, effective care to their Medicare patients, ultimately lowering costs and improving health outcomes. Founded in 2020, we are backed by premier investors including Andreessen Horowitz, Viking Global Investors, and AlleyCorp. We partner with thousands of providers across 44 states to build a more sustainable future for American healthcare. The Head of Customer and Commercial Operations owns the full client lifecycle: from initial VBC assessment and business development support through onboarding, performance enablement, and long-term retention. This is not a traditional customer success leader role. It requires someone who can build the systems, relationships, and teams needed to drive measurable outcomes at every stage of the client relationship. We are looking for someone who understands that, in a risk-based model, performance and satisfaction are the same thing, and someone who can build the operating infrastructure to prove it. This role owns a unified commercial operations function spanning Growth Ops and Customer Success. The right person will mature the function from pipeline management to full-lifecycle VBC enablement: connecting first-introduction insights directly into post-sale transformation activities. This is a senior hire with a COO-level scope of impact. The Head of Customer and Commercial Operations reports to the National President and operates as a key member of the commercial leadership team. The CS function continues to operate in a matrixed model alongside regional Market Presidents to support the full client portfolio.

Responsibilities

Full Client Lifecycle Ownership

Own the client relationship from first introduction through long-term performance: including initial VBC readiness assessment, business development support, onboarding, performance enablement, and retention

Partner closely with Market Presidents, who lead growth and own the P&L, to ensure a seamless transition into post-sale onboarding, performance management, and long-term client success

Design and own the operating model that connects pre-sale intelligence directly into post-sale transformation activities, eliminating handoff gaps between growth and customer success

Ensure that insights gathered during early client engagement inform program deployment, and that post-sale learnings feed back into growth strategy and pipeline qualification

Unified Commercial Operations

Own a unified commercial operations function spanning Growth Ops and Customer Success, including pipeline systems, playbooks, tooling, and post-sale transformation infrastructure

Drive the shift from manual, relationship-dependent workflows to codified, scalable systems, including tooling, playbooks, and automation that reduce operational risk and compound institutional knowledge

Build and own the feedback loop: translate issues, escalations, and performance patterns into durable rules the team acts against consistently

Provide strategic leadership over the integration and evolution of Growth Ops and CS Ops into a single, high-functioning commercial engine

Value-Based Care Performance as the Primary Driver of Satisfaction

Own the day-to-day client relationships, developing and executing engagement and remediation plans in a high-touch or scaled manner as appropriate, activating the broader organization in a coordinated manner

Establish and hold a clear operating philosophy: performance in value-based care is the mechanism for client satisfaction, not a trade-off with it

Partner with the Performance function leadership team on programmatic design, and own the team and operational infrastructure that deploys those programs at the account level. This is a builder role, not a coordination role

Serve as the primary interface between clients and the Performance vertical, owning the feedback loop that informs program development, operational priorities, and outcome measurement

Own NPS as a lagging indicator of performance and engagement quality, not as a primary objective in isolation, and design feedback mechanisms that surface signal from the full client base

Team Leadership and Matrixed Execution

Serve as the most senior relationship manager on the team, credible with C-suite and clinical leaders at enterprise accounts as a player-coach or direct owner of key relationships

Recruit and build the right team to implement performance improvement programs, owning both the talent and the execution model

Lead and develop a team of CS and Growth Ops professionals and leaders, providing the strategic context and prioritization guidance that translates execution to outcomes

Partner closely with Market Presidents and their teams on key clients, portfolio str

Head of Customer and Commercial Operations

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