Strategy & Operations Senior Manager

About SafeRide Health

Getting to the doctor should never be the reason someone goes without care. SafeRide Health exists to remove that barrier. We are a technology and services company rebuilding non-emergency medical transportation, pairing our own technology with a national network of vetted transportation providers so that payers and health systems can get members to dialysis, chemotherapy, behavioral health, and primary care reliably and affordably.

It is a rare combination of things to work on: measurable, real-world impact on people who need it, wrapped inside a genuinely hard technology and logistics business. Every single trip involves a member, a clinical need, a provider, a network, a payer contract, and a cost curve. Getting all six right at the same time, at national scale, is the problem we get to work on.

We serve the largest Medicare Advantage, Medicaid, and provider programs in the country. We are a Series C company at approximately $750M in annual run rate with 300+ employees, growing quickly and, unusually for this stage, meaningfully profitable. That last part matters more than it sounds: it means we can build for the long term rather than sprint toward the next raise, and it means the decisions you help make here have real money attached to them.

The industry is moving, too. Benefit designs keep shifting, payers are under genuine cost pressure, and the tooling for running a national transportation network (routing, forecasting, automation, AI in the contact center) is far better than it was two years ago. Very little about how this business should be run is settled yet. That is the fun part.

The team you would join

Strategy & Operations is SafeRide's internal consulting team. We are who the company calls when a problem is ambiguous, cuts across several functions, or needs an answer that nobody currently owns.

In a given quarter that can mean rebuilding the economics of how we mix transportation modes, redesigning how the contact center forecasts and staffs itself, working out whether an AI tool actually solves the problem before anyone spends money building or buying it, working out why a client's margin bends the wrong way in month four, or standing up the operating model for a new line of business. The work sits where healthcare, logistics, and technology meet, which is not a combination you find in many jobs, and it comes with unusual access: this team sees the whole P&L and works directly with the leaders who own it.

One thing makes us different from an external consulting firm. Our clients are internal, so we do not hand over a deck and leave. We stay until the change is live, adopted, and visible in the number. A brilliant analysis nobody adopts is a failed project here, which means the job is as much about judgment, communication, and persistence as it is about analytical horsepower.

Increasingly, that work sits between Operations, Product, and Data Engineering. SafeRide is in an exciting growth phase, streamlining how the business runs and leaning into newer, faster technology, including AI, agentic tools, and better data infrastructure, and S&O is where operating needs get turned into clear product and data requirements. The people who thrive here are technically fluent operators: comfortable in the data, able to translate a messy operating problem into something Product and Engineering can build, and credible on both sides of that table.

How we work

We are fully remote and have been from the start, with the team distributed across the US. In practice that means asynchronous by default, written thinking over standing status meetings, and real autonomy over how and when you do your best work. What we ask in return is clarity: say what you are working on, say what you found, and say what you think should happen next.

The role

As a Senior Manager, you own a domain of company performance: its diagnosis, its roadmap, the value it produces, and the relationship with the executive who sponsors it. You will run a portfolio delivered largely through a team of three to four, and you will stay credible in the detail, because you are the person Finance and the executive team trust to arbitrate a contested number.

It is one of the best seats we have to offer. You get executive access from the start, a real say in where the company points itself, and a team of your own to build. Very few companies at this scale will hand someone a domain and the room to run it, and fewer still are profitable enough to let you play a longer game than the next quarter.

The role suits someone who is energized rather than drained by ambiguity and cross-functional friction. Increasingly, this is the person who sits between Operations, Product, and Data Engineering, defining what Operations actually needs built and making sure it happens. You will build the management rhythms and standards that outlast individual projects, and you will build the next generation of S&O talent while you do it.

What you will own

• Own a domain of company performance: its diagnosis, its roadmap, its realized value, and the executive relationship that goes with it.
• Frame problems the business has not yet articulated, converting executive concern into a structured, decision-ready agenda.
• Lead priority setting across S&O and adjacent operating teams, resolving competing executive demands without escalating each one.
• Set analytical standards for the team, and be the person trusted to arbitrate contested numbers with Finance and the executive team.
• Move executive conversations from discussion to decision, and broker agreement between leaders who have been stuck.
• Build management rhythms and standards (cadences, systems, tooling, documentation) that outlast individual projects.
• Be accountable for the realized value of a portfolio, and report it to the executive team with credible attribution.
• Manage and develop three to four people, including Managers: build bench, run the hard conversations, and grow leaders.
• Own hiring for your part of the function, and shape the team's operating model, standards, and culture.
• Own the translation layer between frontline operating reality and the product and data roadmap: the person Product, Data Engineering, and the AI team rely on to say what Operations actually needs built, and why.
• Set the standard for how the company evaluates AI investment, so adoption follows a real business case rather than a trend, and be the person willing to say no to the ones that do not clear it.
• Stay hands-on where the stakes justify it: the model, the memo, the working session.

What we are looking for

• Bachelor's degree or equivalent in Economics, Business, Finance, Computer Science, or a related field.
• 7-9 years in management consulting, business operations, or product development, or a combination.
• Demonstrated ownership of enterprise-level, cross-functional programs with measurable business outcomes.
• Experience managing and developing a team, including people who manage others or lead workstreams independently.
• Executive presence with range: able to run a working session with the COO in the morning and a process review with the call center in the afternoon without losing effectiveness in either room.
• Deep analytical and technical fluency. You do not need to be the builder, but you should be comfortable in the data and able to reason about platforms, automation, and agentic AI tools (for example Claude or Claude Code), and credible on what is worth building. Reach for the analysis before you reach for the meeting.
• A track record in ambiguous environments where the problem was not defined for you.
• Strong business judgment, and an orientation toward durable operating change rather than one-time analysis.
• Ability to operate as a player-coach, staying hands-on while leading through others.

Also useful, not required

• Experience leading strategy or platform initiatives inside a product organization (product strategy, product operations, or an S&O function with real product or platform ownership), strongly preferred.
• A technical background (a CS or engineering degree, or early-career experience building) alongside that leadership experience.
• A consulting foundation is a real asset, not a requirement: MBB or equivalent, if it comes with meaningful operating or product experience after.
• MBA, or a comparable achievement signal, a plus.
• Familiarity with healthcare, logistics, transportation, marketplaces, or regulated operating environments.

What the work is like

• Own a domain of company performance and the executive relationship that comes with it.
• Frame the problems the business has not articulated yet, and build the systems that outlast any single project.
• Build the next layer of S&O talent, against a bar that is the same for everyone.

Compensation and benefits

• Remote-first
• Competitive salary, annual bonus opportunity, and equity
• Comprehensive medical, dental, and vision insurance
• 401(k) with company match
• Generous PTO, paid company holidays, and paid parental leave
• Career development in a mission-driven company, with a published path for what comes next

If you want to own work that changes something real, on problems worth being hard, we would like to meet you.