Clinical Applications Platform Expert, Population Health

1.0 FTE Full time Day - 08 Hour R2659562 Remote USA 108480040 TDS Population Health Technology & Digital Solutions If you're ready to be part of our legacy of hope and innovation, we encourage you to take the first step and explore our current job openings. Your best is waiting to be discovered. Day - 08 Hour (United States of America) "This Platform Expert position will apply deep functional and systems expertise in value-based care to design, deploy, and support solutions that increase quality, reduce medical expense, and improve the managed-member experience. The role will have detailed understanding of Epic payer and population health modules including, but not limited to, Tapestry, Healthy Planet, Compass Rose, and VBPM. In addition to Epic systems mastery, the Platform Expert will design, deploy, and support non-Epic systems including but not limited to Stanson, Cotiviti, and other third-party systems." This is a Stanford Health Care job. A Brief Overview The Applications Platform Expert is a senior individual-contributor role providing deep technical mastery, cross-team solutioning, operational solution impacts and informal leadership within the Applications organization. This role has expertise across a broad healthcare delivery domain, with deeper experience in 1-2 functional technical application areas. This role exists to ensure that the organization's most complex technical, architectural, and solutioning challenges are met with consistent, well-defined expertise that can work across IT functions to examine all available tools and solutions and to bring the right combination to the design. This position is expected to maintain current, authoritative knowledge of the platform's capabilities,(new releases, features, vendor roadmap) and proactively identifies where these should be applied before a challenge or request exists. The Platform Expert operates as a trusted technical authority, a mentor, and a contributor to team and departmental roadmaps, while explicitly deferring people-management, task assignment, and performance-evaluation authority to formal management and project leadership. Locations Stanford Health Care What You Will Do Technical Solutioning & Tool Evaluation Operates at two deliberate altitudes: high-level solution shaping (options, tradeoffs, rough feasibility) before a project is chartered, and deep technical design once work is initiated. Incumbent should have a familiarity with the existing ecosystem and design solutions that are both fit for purpose and coherent with existing platform and future roadmap alignment. Evaluates build-vs-buy and native-platform-vs-purpose-built tradeoffs on their technical merits, rather than defaulting to whichever platform already has a feature. Maintains working fluency across adjacent IT domains (integration, infrastructure, security, data) sufficient to identify who else needs to be involved in a solution, without owning those domains. Partners with other IT teams as a peer convener — able to run or co-run cross-team solutioning sessions, not simply attend them. Clearly distinguishes the exploratory/advisory solutioning phase from the committed design phase, so early options-generation is not mistaken for a locked decision. Ability to lead and deliver complex organizational level projects serving as the subject matter expert and delivery method decision development Mentoring & Informal Leadership Elevates other analysts' capability through coaching on approach and technique, without owning or evaluating their performance. Provides input and knowledge improvement areas to Application Manager in regards to technical abilities of Analyst I-III roles. Models the standard for quality of build, documentation, and judgment. Is sought out voluntarily by analysts for guidance, reflecting earned credibility rather than assigned authority. Pairs or shadows with less experienced analysts on complex problems to transfer judgment and knowledge, not just answer questions. Surfaces talent and growth signals to people managers as input, rather than making talent decisions directly. Does not conduct performance reviews, does not assign work or set priorities for other analysts by virtue of the role alone, and does not become a default escalation path or accumulate an informal “team.” Direction-Giving on Projects Defines or co-defines the technical approach and build strategy for projects on which they serve as technical expert based on the operational/clinical requirements of the objective. This position also serves as a key build resource on complex projects. Advises on proposed approaches from other analysts, particularly on complex or ambiguous tasks, and serves as peer reviewer on build, configuration, and design. On smaller efforts without a dedicated project manager assigned, may explicitly hold project-coordination responsibilities (sequencing tasks, tracking timeline, assigning work items, completing status reports) as a distinct, named responsibility layered on top of the technical platform expert role. Task and priority authority over other analysts' work exists only when explicitly holding a named PM role designation for that effort and will inform people manager collaboratively — not automatically as a function of technical seniority. Technical authority is over the approach; it is not authority over the individual. Depth & Breadth of Expertise Maintains implementation-level, hands‑on fluency (current, not historical) in one to two defined domains of true mastery. Viewed as an informal escalation point for platform questions. Maintains working (not mastery-level) fluency across adjacent systems and integration points connected to their core depth area, sufficient to be a solutioning‑partner with other teams. Domain depth and adjacent breadth are defined by the role and validated through hiring and periodic leveling review, rather than from individual tenure or interest. Documentation & Staying Current Documents build decisions and their rationale so institutional reasoning survives staff turnover, and keeps documentation current as systems evolve, utilizing Service Now knowledge base or other leadership approved knowledge repositories that retain versioning. Writes documentation for future readers who were not present for the original decision, and proactively transfers knowledge rather than becoming a single point of knowledge failure. Maintains awareness of industry trends, major vendors, and shifts in the vendor landscape within their assigned domain, using that knowledge to inform documentation, solution recommendations, and roadmap input. Documents vendor roadmaps and emerging technology in their domain, bringing forward potentially relevant tools or approaches unprompted, with a clear point of view distinguishing genuine capability from vendor hype. Roadmap Contribution Provides technical input to managers developing domain or team roadmaps, grounded in vendor release schedules, upcoming features, and emerging trends. Surfaces developments that should factor into prioritization decisions, such as an upcoming platform feature that changes a build‑vs‑buy calculus, or future feature releases that may impact sequencing. Provides application upgrade maintenance schedule recommendations and cost forecast from vendor roadmap. Proactively seeks opportunities for application rationalization as the features of the domain applications evolve and overlap and brings these opportunities to appropriate managers overseeing these applications. Input is advisory: the manager retains ownership of roadmap decisions, sequencing, and resourcing. The Expert ensures the roadmap is technically informed. AI and AI Tools Uses AI tools actively in their own work (build, testing, documentation, troubleshooting) and models effective, appropriately‑verified use for others. Evaluates #J-18808-Ljbffr Stanford Health Care