Operations Lead - Process Change

About this role

About the Role Reports to the Operations Principal, Change. The Strategic Operations team sits between Product, Technology, and Claims Operations and owns the work that turns a new way of working into one the organization actually runs on. Not every change at Reserv arrives with a product release behind it. Programs change, client requirements change, and the way a claim is handled changes with them. We are hiring an Operations Lead to own process design and change across claims operations, so that how work is done is written down, current, and changed deliberately.

You own the process side of the function: before-and-after process design for each change, the SOP library and how it is governed, verification that changes landed in practice, and the training and communications for process changes. You will work alongside the Operations Lead who owns product change, since most product releases also change a process, and with claims leadership, who own the work you are documenting. You will be an excellent fit if you have redesigned how an operations team works, can write a process someone will follow, and verify that changes landed in practice.

Duties & Responsibilities Process Design: Lead the before-and-after process design for each change, product-driven or not, working with leaders, managers, and team leads on what actually shifts in their day. Write the end-to-end process so it can be followed without further explanation, and pressure-test it with the people who will run it before it goes live. SOP Ownership and Governance: Own the SOP library across lines of business and account variants: its structure, its currency, and its governance.

Draft the standard language for each change, drive it into every affected SOP through the SOP owners against a date, and build the auditability that shows who changed what and when. Partner with the Principal on the platform and workflow the library should run on. Change Readiness for Process Changes: Run process changes against the readiness standard: documented process, approved change plan, training and communications plan, onboarding updated, and metrics defined.

Assemble the evidence for sign-off and flag gaps early. Training, Enablement, and Communications: Build and execute the training and communications for process changes for leaders, managers, and frontline teams, and coordinate with Learning & Development so new-hire onboarding teaches the current process. Verification and Feedback: Go back after each change and verify it landed in practice, through SOP checks, time studies, and conversations with the teams doing the work.