Chief Operations and Product Officer

MD Ally Chief Operations and Product Officer New York, NY · Remote · Full time Apply for Chief Operations and Product Officer

The Chief Operations and Product Officer will run MD Ally’s day-to-day operations and lead the execution of the company’s product and AI strategy. Reporting to the Founder and CEO, you’ll own the operating plan, financial performance, product roadmap and the management systems required to scale the business.

About MD Ally

MD Ally is a 9-1-1 Telehealth solution that enables greater connectivity between public health & safety and the broader healthcare ecosystem. Our solutions allow dispatchers and first responders to transfer non-emergency callers from 911 to virtual care instead of dispatching valuable, emergency resources.

Description

About MD Ally

MD Ally connects non-emergency 911 callers to virtual care. We partner with public safety agencies and health plans so dispatchers and first responders can connect people with a clinician when their concern doesn’t require an emergency response.

Our work extends beyond the initial call. We help patients connect with care and resources through their health plan and community. These partnerships expand the care available through 911, reduce unnecessary use of emergency services and keep ambulances available for people who need them.

Role Overview

The Chief Operations and Product Officer will run MD Ally’s day-to-day operations and lead the execution of the company’s product and AI strategy. Reporting to the Founder and CEO, you’ll own the operating plan, financial performance, product roadmap and the management systems required to scale the business.

Your job is to turn company strategy and commercial growth into operating performance. You’ll be accountable for moving signed contracts into implementation, utilization and collected revenue; maintaining the capacity required to deliver; improving the economics of the business; and building an operating system that gives leadership an accurate view of performance.

We need someone who has run a healthcare business, managed financial and operating performance, and brought software products to market. You’ll work closely with the CEO and Engineering, Clinical and Commercial leadership to turn strategy into plans that teams can execute.

You’ll develop managers who can own their functions, address problems that cross teams and step into the work when it needs your attention. The role calls for someone who can build the organization as the business grows while staying close to customers, users, patients and the people doing the work.

Responsibilities

Executive & Team Leadership Ownership: Own the performance of the functions and leaders reporting to the COPO and build the accountability structure required to execute the company plan.

Strategy: Build the organization, leadership bench and shared operating plan required for the next stage of growth.

Execution: Set expectations, delegate authority, manage leaders, resolve competing priorities and bring major decisions to the CEO with a recommendation.

Track: Leader and functional performance, execution against commitments, corrective actions, organizational capacity and material risks.

Operating System & Business Performance Ownership: Build the management system that makes MD Ally predictable, accountable and ready to scale.

Strategy: Set the operating cadence, planning and forecasting processes, data standards, accountability structure and diligence infrastructure.

Execution: Run operating reviews, manage cross-functional accountability, oversee corporate operations and drive corrective action on material issues.

Track: Forecast accuracy, KPI integrity, milestone performance, operating risks, corrective actions and diligence readiness.

Revenue Operations & Delivery Ownership: Own the operating path from signed contract through implementation, utilization, service delivery, billing and collections.

Strategy: Build a repeatable delivery model that shortens time-to-revenue and supports larger deployments without adding unnecessary complexity.

Execution: Lead launches, partner delivery and cross-functional handoffs that turn contracted demand into billable activity and collections.

Track: Implementation timing, time-to-revenue, utilization, diversion, billable encounters, claims, collections and post-launch performance.

Finance & Accounting Performance Ownership: Own the company P&L, budgeting, forecasting and financial planning with the CEO and finance partners.

Strategy: Build the financial operating model required to support growth and use financial performance to guide company investment and operating decisions.

Execution: Manage financial performance, connect forecasts to actual operations and drive corrective action when results move away from plan.

Track: Revenue, margin, unit economics, collections, cash, budget performance and forecast accuracy.

Service Excellence & Patient Experience Execution Ownership: Operationalize the CEO’s service excellence vision and own daily team performance against the patient experience and service standards that have been set.

Strategy: Translate the CEO-defined patient journey, patient delight standards and service principles into workflows, staff expectations, training and management systems.

Execution: Hold leaders and frontline teams accountable, manage underperformance and drive corrective action when service delivery falls below standard.

Track: NPS, patient feedback, workflow adherence, documentation, staff reliability, service failures and individual and team performance.

Practice Administration & Service Delivery Ownership: Own the operating plan and practice administration required to support current and projected demand.

Strategy: Design scalable physician capacity, staffing and market delivery models that can expand without recreating operations each time.

Execution: Manage physician capacity, practice administration, workforce planning, contingency planning and operating constraints.

Track: Clinical and operating capacity, physician coverage and utilization, staffing, service performance, cost and delivery risks.

Product & AI Leadership Ownership: Own the execution of MD Ally’s Product and AI strategy and use technology to improve revenue, economics, capacity, service quality and scalability.

Strategy: Translate the CEO’s product vision, patient and user experience principles, performance-centered design principles and company priorities into the product roadmap, AI strategy and investment plan.

Execution: Lead product management, user discovery, prioritization, development and cro