Senior Manager of Operations

THE OPPORTUNITY

AFC Urgent Care is seeking an experienced Senior Manager of Operations to lead and strengthen day-to-day operations across our four urgent care centers. This highly visible, hands-on leadership position is responsible for creating operational consistency, developing clinic leadership, strengthening systems and processes, and ensuring our centers deliver an exceptional experience for both patients and team members.

Reporting directly to the Vice President of Operations, this leader will serve as the primary operational leader for our existing clinics and work closely with Provider Services, Revenue Cycle Management, Marketing, Development, IT, Finance, and other shared-service functions.

The right person can move comfortably between strategy and execution - identifying an operational problem, building the solution, gaining alignment, implementing it across multiple locations, and measuring whether it worked.

WHAT YOU'LL OWN

Multi-Site Clinic Operations

Oversee operational performance across four existing AFC Urgent Care locations. Provide direct leadership, coaching, accountability, and development to Center Administrators (CAs). Serve as the primary escalation point for day-to-day clinic operational issues. Evaluate clinic workflows, staffing effectiveness, patient flow, service delivery, and overall operational performance. Identify performance gaps and partner with clinic leadership to develop and execute improvement plans. Maintain a strong presence within the clinics and remain connected to frontline operations.

Center Administrator Leadership & Accountability

Directly manage the Center Administrator team and establish clear expectations for clinic leadership. Lead recurring CA operational meetings covering performance, staffing, patient experience, compliance, priorities, and outstanding action items. Coach CAs on leadership, accountability, delegation, communication, conflict resolution, and team development. Ensure operational concerns are addressed at the appropriate leadership level rather than routinely escalating to the Vice President of Operations. Develop CAs into increasingly independent leaders capable of owning the performance of their centers. Build a culture in which our locations operate as one organization rather than four independent clinics.

Clinic Audits & Operational Compliance

Own the clinic operational audit process across all locations. Conduct, review, and follow up on recurring clinic audits and corrective action plans. Identify trends and recurring deficiencies and ensure improvements are corrected and sustained. Track audit performance and communicate significant risks, trends, and improvement opportunities to the Vice President of Operations. Ensure policies, procedures, regulatory requirements, and company standards are consistently followed.

Policies, Protocols & Process Improvement

Strengthen, standardize, document, and implement operational policies, protocols, and procedures. Own operational rollout of new SOPs and initiatives across all four locations. Ensure new processes are communicated, trained, implemented, audited, and sustained. Identify inefficiencies and eliminate unnecessary variation between locations. Build scalable workflows that support current operations and future growth. Maintain accountability after new initiatives launch rather than allowing projects to end at the communication stage.

Revenue Cycle Management

Serve as the primary operational partner to Revenue Cycle Management. Lead recurring operational follow-up with RCM and ensure clinic-related action items are resolved. Identify trends involving registration, insurance verification, collections, documentation, coding workflows, denials, work queues, and front-end revenue cycle processes. Assign and track corrective actions with Center Administrators when clinic processes contribute to revenue cycle issues. Partner with RCM to identify root causes rather than repeatedly correcting individual transactions. Monitor operational trends affecting reimbursement and financial performance and elevate significant systemic concerns when appropriate.

Cross-Functional Project Execution

This leader will serve as a key connection between clinic operations and organizational support departments. The role is responsible not simply for attending cross-functional meetings, but for ensuring agreed-upon initiatives translate into successful clinic-level execution.

Provider Services: Address operational barriers, improve clinic-provider collaboration, and maintain alignment between clinical and operational teams. Marketing: Coordinate operational readiness for campaigns, community partnerships, seasonal volume changes, and growth initiatives. Development: Support new-center planning, opening readiness, and integration of new locations into the operating structure. IT: Coordinate technology implementations, identify system-related operational barriers, support adoption, and prepare clinic teams for technology changes. Revenue Cycle Management: Improve front-end processes and eliminate recurring operational causes of denials or delayed reimbursement. Finance: Support budgeting, expense management, operational reporting, and initiatives designed to improve clinic profitability.

The Senior Manager will maintain ownership of cross-functional operational projects from planning through implementation and follow-through.

OPERATIONAL PERFORMANCE

The Senior Manager of Operations will use data to drive accountability and improvement across the organization, monitoring patient experience, patient throughput and clinic efficiency, staffing and labor utilization, clinic audit performance, revenue cycle performance, operational compliance, team performance, and implementation of organizational initiatives.

This leader should be able to identify trends, determine root causes, develop an action plan, assign accountability, and measure whether the intervention produced the desired result.

WHAT SUCCESS LOOKS LIKE

Success means our clinics operate consistently regardless of location. Center Administrators know what is expected of them, have the tools and coaching necessary to lead effectively, and are held accountable for results. Policies and protocols are not simply created - they are implemented, understood, audited, and sustained.

Operational issues are identified early and solved at the appropriate level rather than routinely escalating to the Vice President of Operations. Cross-functional initiatives move from discussion to execution with clear ownership, deadlines, and follow-through.

Most importantly, our patients and employees experience a well-run organization built around Compassion, All In for Patients & People, Redefining Excellence, and Uncompromising Care.

WHAT WE'RE LOOKING FOR

5+ years of progressive healthcare operations leadership experience preferred. Multi-site healthcare leadership experience strongly preferred. Experience directly leading and developing managers. Urgent care, ambulatory care, physician practice, or other high-volume healthcare experience preferred. Strong understanding of healthcare operations and revenue cycle processes. Demonstrated ability to develop and implement SOPs, workflows, and operational improvement initiatives. Experience leading cross-functional projects from concept through implementation. Strong analytical skills with the ability to use operational and financial data to drive decisions. Ability to manage multiple priorities across several locations while maintaining strong follow-through. Excellent communication, coaching, and conflict-resolution skills. Comfortable holding leaders accountable while maintaining strong working relationships. Highly organized, proactive, solutions-oriented, and comfortable operating in a growing organization. Bachelor's degree preferred; equivalent healthcare operations leadership experience will be considered.

THE LEADER WE'RE LOOKING FOR

We are looking for someone who sees a problem and takes ownership of solving it. Someone who can walk into a clinic, understand what is happening operationally, ask the right questions, coach the leader, establish a plan, and follow through until the issue is resolved.

This person should be comfortable challenging the status quo while understanding that sustainable change requires communication, collaboration, and trust.

We don't need someone who simply identifies problems or waits for direction.

We need an operator who builds solutions, develops leaders, creates accountability, and makes the organization stronger.

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