Director of Delivery

This is a hands-on technical role, not a project or program management role. In a typical month, the person in this seat personally installs a network stack at a client site, takes a phone call from a client whose practice management system is throwing errors and troubleshoots it directly, writes SQL and builds reporting to establish a KPI baseline that does not exist yet anywhere in the company, and works hands-on with a development team to get process and dashboard improvements built into how the company actually runs. If your background is running status meetings, maintaining a project plan, and coordinating other people's technical work rather than doing that work yourself, this role is not a fit and you should not expect to get past the first interview. If reading that made you want to apply rather than move on, keep reading. The rest of this description explains the scope, how success is measured, and how pay is tied to it. What the Director of Technical Delivery actually does This is the person who owns whether client engagements at NDS and RevTech Partners actually get delivered well. That work spans two very different things under one roof: the local IT and managed-security service line that supports small dental practice clients, and the RevTech Partners product suite (InsightFlow, NDS DataVault, ExoComp, ReconIQ, Payer-IQ, ClaimVision, and Denial-IQ) that gets deployed into larger enterprise healthcare accounts. On the enterprise side, engagements are also supported by MaximizeRCM consultants, who bring the deep operational and clinical RCM expertise (billing workflows, coding, payer rules, and the day-to-day realities of running a revenue cycle). This role is not expected to replace that expertise. It owns the technology and data side of the equation: the platforms, integrations, and reporting that MaximizeRCM's consultants rely on to do their work well. In practice, that means two things at once. First, this person does the technical work directly. When an enterprise account's CFO adds a financial reporting and reconciliation requirement mid-engagement, or a Denial-IQ install needs to get connected to a client's data this week, this role sits down and does it, not just assigns it to someone else. That same expectation holds on the local IT side: if a client needs a new network stack installed at their office, this person can be the one on-site running that install, and if a client calls in because their practice management system is throwing errors, this person picks up the phone and troubleshoots it directly rather than routing it to someone else first. Second, this person is responsible for building a team that can do that same work without needing the Director in the room every time. NDS and RevTech already have procedures, templates, and pricing models in place. The job is to hire people, train them against those procedures, and get the team executing at a consistently high level, not to reinvent process from scratch. This person also has access to a development team to help build out the improvements they identify. The expectation is not to work around gaps in how the company runs day-to-day delivery, but to push those fixes into the company's operating system itself: the shared processes, templates, and dashboards the team works through. As this role finds better ways to scope engagements, track delivery, or report performance, the job includes working hands-on with development resources to get those improvements built into that system, so consistency and KPI dashboarding get better over time rather than living in one person's head or one-off spreadsheets. One thing that is not required on day one, but is a real plus if you already have it: knowing when personally doing the on-site or technical work is still the right call, versus when it makes more financial sense to line up contracted resources instead of burning your own hours. This role is expected to be the one showing up for emergencies, and that is fine. But someone who also understands margin well enough to eventually build a resourcing model, rather than only ever being the one who shows up, will grow this function faster than someone who can only execute personally. How we will know it is working Success in this role is measured against a specific set of numbers, reviewed quarterly. Worth being direct about one thing again: these numbers don't exist today as a working baseline. Establishing them, by hand at first, is part of the job. The targets below are starting points and should be revisited once a full year of real baseline data exists, but they are meant to be concrete from day one rather than vague. On-time delivery. At least 90% of RevTech deployments should go live within the contracted 14-day SLA per practice, and at least 90% of NDS local IT project work (new equipment installs, remediation projects, etc.) should land within the timeline quoted to the client. Account retention. 100% retention of enterprise healthcare accounts at each contract renewal point, and no more than 5% annual churn across the NDS local IT client base. Escalation and rework rate. Fewer than 10% of engagements should require executive-level escalation (a CFO, VP, or NDS leadership getting pulled in to resolve a scope or delivery problem) or need to be substantially reworked after client sign-off. Delivery cost discipline. Engagements should be delivered within 10% of the labor hours or cost that were originally scoped and quoted. Consistent overruns are a signal that scoping, staffing, or execution needs attention. Client satisfaction. A quarterly satisfaction check-in (a simple 1-10 score plus open feedback) with each enterprise stakeholder and a sample of local IT clients, with a target average of 8 or above. Team build-out. Within the first 12 months, hire and ramp a delivery team capable of running day-to-day engagement work without the Director personally executing it, with each new hire reaching full productivity (independently handling their assigned engagement load) within 90 days of start. Operating system improvement. At least a small, steady stream of process, template, or dashboard improvements (a reasonable target is one meaningful improvement shipped into the company operating system per quarter) actually built with the development team and adopted by the delivery team, not just proposed. How compensation is tied to that Base salary is $140,000 to $165,000, set based on experience. The bonus, up to 25% of base, is not discretionary or vibes-based. It is split across the metrics above: 30% of the bonus is tied to on-time delivery, 25% to account retention, 20% to escalation/rework rate and cost discipline combined, 15% to team build-out progress, and 10% to operating system improvement. Each piece pays out based on where the actual number lands relative to target, not an all-or-nothing cutoff, so partial performance still earns a partial payout. The intent is that this person should always know exactly where they stand. If on-time delivery is at 82% instead of 90%, that is a known, discussed gap, not a surprise at review time. Stakeholder management and reporting to the CEO This role reports directly to the CEO, and stakeholder management is one of the two or three things that will determine whether this hire works out, on top of the technical bar above, not instead of it. This person needs to be equally comfortable managing sophisticated conversations with enterprise clients (CFOs, VPs of IT, VPs of Revenue Cycle) and with keeping the CEO genuinely informed, not just reassured, about how engagements and the team are actually performing. That means knowing what the CEO needs to hear about delivery risk, account health, and team performance before it becomes a surprise, and knowing what a client needs to hear to trust that an issue is being handled, even when those two things aren't the same message. Deep clinical or operational RCM expertise (billing, coding, payer rules) is not required since that is covered by MaximizeRCM's consultants. What matters more is fluency with the data and systems side of revenue cycle work: gross versus net revenue reporting, contractual adjustments, reserves, and how denials show up in the underlying data, along with comfort under HIPAA, HITECH, and SOC 2 Type II requirements given the client base. Equal Employment Opportunity Statement NDS does not discriminate against otherwise qualified applicants for any of its open job opportunities, specifically in regard to age, race, sex, sexual identity, religious belief, national origin, disability, veteran status, or any other status protected by applicable law. #J-18808-Ljbffr