Process Improvement Manager, EverCommerce

• 5+ years in process improvement, operational excellence, business process consulting, or a hands-on operations leadership role with responsibility for redesigning how work is done
• Demonstrated experience mapping a complex, multi-team process end to end and delivering a measured improvement, with numbers you can speak to
• Strong quantitative skills. You can pull, clean, and interrogate operational data yourself in a spreadsheet or BI tool without waiting on an analyst
• Skilled interviewer and observer who can get past what people say the process is to what it actually is
• Working knowledge of flow and queue concepts, cycle time, work in progress, and constraint analysis, and the judgment to know which one applies
• Credible with both frontline teams and executives, and able to hold a position when a redesign is unpopular
• Clear, plain writer. Your maps, findings, and recommendations need to stand on their own after you leave the room
• Comfortable with ambiguity and with being the first person to look closely at a function nobody has examined before

Desirable

• EverHealth is hiring a Process Improvement Manager to join a team rebuilding how work gets done across our healthcare software brands, including DrChrono, CollaborateMD, Updox, and eProvider Solutions. You will embed with a business function, in areas like go-to-market, customer success, customer experience, or operations, establish what the current process actually is, measure it, and redesign it
• Most of the functions we work with have processes that are undocumented, inconsistently followed, or built around constraints that no longer exist. Automating those as they stand would only make the problem run faster. Your job is to find the real constraint, fix the process, and hand a clean design to the engineers who build on top of it
• It suits someone who has run operational improvement work end to end, is comfortable sitting with a team and watching them work rather than relying on a process document, and can defend a redesign with evidence in front of a function leader
• Reconstruct how a function works today through interviews, shadowing, and system data, at a level of detail the team recognizes as accurate
• Separate elapsed time from touch time so the difference between work and waiting is visible, not assumed
• Document the handoffs, queues, decision points, and exceptions that the official process does not describe
• Pull real duration, volume, and rework data from the systems a function runs on, rather than relying on self-reported estimates
• Establish a defensible baseline for every engagement before any change is made, so improvement can be attributed rather than claimed
• Define the operating metrics a function will run on after the engagement ends, and the definition behind each number
• Design the future state from the constraint outward: flow, queue discipline, sequencing, ownership, and the gates that hold quality
• Decide what should be eliminated, what should be standardized, and only then what should be automated
• Pressure-test a redesign against real cases and edge cases before it is rolled out, not after
• Work directly with function leaders and frontline teams so a redesign is adopted rather than announced
• Build the training, standard work, and manager routines that keep a new process in place once the team moves on
• Track whether a change held after handoff, and go back in when it did not
• Partner with our engineers so the build starts from a corrected process, and flag when a proposed build would automate a problem instead of solving it
• Work with Finance to agree on how savings and capacity are defined and counted before results are reported
• Build a repeatable method across engagements so the fifth function moves faster than the first