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USA remote

Vice President, Clinical Service Operations

Twin HealthRemote, USAPosted 10 Sept 2026

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About this role

Twin Health At Twin Health, we empower people to improve and prevent chronic metabolic diseases, like type 2 diabetes and obesity, with a new standard of care. Twin Health is the only company applying AI Digital Twin technology exclusively toward metabolic health. We start by building a dynamic model of each person’s metabolism — drawing on thousands of data points from CGMs, smartwatches, and meal logs — that maps their personal path to better health.

Guided by a dedicated clinical care team, our members have lowered their A1C below the diabetes range, achieved lasting weight loss, and reduced or even eliminated medications, all while living healthier, happier lives. Working here Our team at Twin Health is passionate, talented, and united by a shared purpose: to improve the metabolic health and happiness of our members. We believe in empowering every Twin to make a meaningful impact for our members, our clients, and each other, while enjoying a supportive, collaborative work environment.

Twin has been recognized not only for our innovation but also for our culture, including: Innovator of the Year by the Employer Health Innovation Roundtable (EHIR), selected to CB Insights’ Digital Health 150, and named one of Newsweek’s Top Most Loved Workplace® . With more than $100 million raised in recent funding, including a $53 million Series E round in 2025 led by Maj Invest, and a $50 million investment in 2023 led by Temasek, Twin is scaling rapidly across the U.S.

and globally. Backed by leading venture firms like ICONIQ Growth, Sequoia, Sofina, Temasek, and Peak XV, we are building the most impactful digital health company in the world. Join us as we reinvent the standard of care in metabolic health. Opportunity The VP, Clinical Service Operations owns the operational engine driving Twin Health's virtual practice. This leader ensures clinical supply reliably meets member demand, builds and governs the practice infrastructure that powers efficient care-team workflows, and holds full operational and financial accountability for daily practice operations.

A core part of the role is providing the Care Team Services that enrollment depends on, including but not limited to, reliably completing onboarding visits, staffing on-demand sensor support, and standing up the human backup that steps in when automated steps fail. Additionally this role must own the supply–demand forecasting that ensures enough care-team capacity for onboarding visits and other enrollment requirements.

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The Enrollment leader owns enrollment performance and its metrics; this role supports that leader by guaranteeing the care-team supply and service conditions enrollment requires. This is the counterpart to Care Team Operations: Care Team Operations defines what the clinical workforce must deliver and owns care quality, care efficiency, care service level agreements, and outcomes; Clinical Service Operations makes sure the conditions for that delivery are in place — the right supply, in the right shape, at the right cost, on infrastructure that works.

As the strategic operational counterpart to Care Team Operations—which defines clinical standards, care quality, service levels, and health outcomes—Clinical Service Operations ensures the foundational conditions for delivery are met: the right supply, in the right structure, at the right cost, on robust infrastructure. The VP partners closely with Care Team Operations, HR, Finance, and Product/Analytics, and manages the team responsible for practice operations and capacity readiness for new partner launches.

Responsibilities Supply Meets Demand Own the balance of clinical supply to member demand, holding utilization within a healthy 90–110% band — enough capacity to serve members reliably without costly idle time. Build and run the supply–demand model, forecast demand, and adjust staffing and scheduling to keep the system in balance as volume shifts. Care Team Services for Enrollment Own the Care Team Services that enrollment depends on — the supply and the operational delivery — while the Enrollment leader owns enrollment performance and its metrics.

This role supports that leader; it does not own the enrollment metric. Enrollment supply & demand. Own supply–demand forecasting for enrollment: project onboarding-visit demand and the other care-team requirements enrollment generates, and ensure enough supply — onboarding-visit slots, staffing, and coverage — is in place to meet it, so enrollment is never constrained by a lack of care-team capacity. Onboarding-visit completion.

Ensure the care team reliably completes scheduled onboarding visits through staffing, scheduling, backfill, and rapid recovery of missed or failed visits. On-demand sensor support. Ensure on-demand sensor support is staffed and available so members can be helped through sensor setup and issues during onboarding. Human backup to agents. Ensure human coverage is in place behind automated/agentic steps, ready to step in when an agent fails or cannot complete a key enrollment step — checklist, intake call, or medication reconciliation — so no member stalls at those steps.

Licensing and Credentialing Supply. Ensure human care team members have appropriate credentialing and licensing for each pod to support pod structure enrollment numbers seamlessly. Clinical Supply Structuring Ensure the structure of clinical supply — not just the headcount, but the mix of roles, skills, languages, licensure, and availability — meets the attributes Care Team Operations specifies. This includes maintaining active multi-state clinical licensure and credentialing compliance.

Plan and flex that structure across four demand drivers: Contractual — staffing and coverage that satisfy client contract terms, licensing, credentialing, SLAs, and performance guarantees. Population-based — capacity tailored to the acuity, conditions, and needs of the member populations served. Client growth — capacity planned and stood up ahead of new client and contract launches so growth never outruns supply. Innovation — agile capacity allocation supporting pilots, new programs, and care-model changes.

Workforce Reliability (in Partnership with HR) Partner with HR to monitor and manage care-team absenteeism and coverage, translating workforce reliability into the capacity model so that real-world availability — not just headcount on paper — is what drives supply planning. Practice Infrastructure Own the operational infrastructure the care organization runs on: scheduling templates, visit types, and practice reporting.

Govern how visits are defined, sized, and scheduled; maintain these as a versioned, single source of truth; and deliver operational dashboards to manage the practice by metrics. Own all licensing and credentialing support for the team to ensure we have the correct licensing and credentialing supply for providers and nursing. Service Reliability Keep the operation dependable at the point of care, holding the daily virtual-visit loss rate under 20% — minimizing no-shows, late cancellations, and technical or workflow failures that cost a scheduled visit — through better scheduling, automated reminders, proactive backfill, and rapid resolution.

Financial Stewardship Own operational finance for the care organization: budget planning, cost of goods sold (COGS), and headcount approval. Deliver COGS and finance reporting, manage the operation to budget, and serve as the approval gate for care-team headcount so growth stays tied to demand and unit economics. How Success Is Measured Supply-to-demand utilization sustained at 90–110% weekly. Enrollment supply forecast and staffed to demand — enough onboarding-visit capacity and other care-team coverage that enrollment is never constrained by supply.

Onboarding visits reliably completed by the care team, with missed or failed visits backfilled and recovered. On-demand sensor support staffed and available throughout onboarding. Human backup to agents in place so failed or incomplete automated steps — checklist, intake call, medication reconciliation — are caught and completed by a person. Supports the Enrollment leader on enrollment performance; accountable for the care-team supply and service conditions behind it, not the enrollment metric itself.

Supply structure meets Care Team Operations' specified attributes across contractual, population, growth, and innovation needs. Takes in monthly demand forecasts from Care Team Operations and converts that into a monthly headcount forecast, delivering "on time" supply to meet demand. (Covers provider, coach, RN, MA, MEA, L1.) Daily virtual-visit loss rate held below 20%. Tracks COGS and hiring plan with Finance and HR, and continuously adapts based on demand fluctuations.

Absenteeism monitored and factored into capacity, with coverage maintained; escalates to the Care Team Lead and HR when out of established standard for corrective actions. Practice infrastructure (scheduling templates, visit types, reporting) is complete, governed, and trusted, with continuous visibility of performance metrics and detection and correction when variance falls outside expected SLAs. Other duties as assigned Qualifications 10+ years in healthcare operations, including significant experience leading virtual/telehealth or multi-site clinical operations at scale.

Deep workforce-management and capacity-planning experti

Source listing: greenhouse_twinhealth

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