- Location
- United States · published
- Type
- Full-time
- Department
- Engineering
- Seniority
- Manager
- Source
- Workable
Description
We're looking for a Principal Platform Product Manager to lead the evolution of our platform for value-based care — the system providers use to manage risk adjustment, quality measurement, and patient care workflows. This is a hands-on, individual-contributor role: you'll set platform strategy in support of the broader business while staying close enough to the details to unblock engineering, resolve design ambiguity, and make fast calls when specs are incomplete. You'll also own the transition path as new capabilities roll out — moving existing customers, data, and workflows forward without disrupting the clinical and administrative work that depends on the platform every day. The role coordinates across several engineering teams — some dedicated to this effort, others owned elsewhere in the org — so a big part of the job is aligning roadmaps and dependencies across teams you don't formally manage.
Responsibilities:
• Own the platform strategy and roadmap in support of the broader business, from architecture-level decisions down to individual feature specs.
• Lead the transition strategy for moving existing customers and workflows forward as the platform evolves, including sequencing, risk mitigation, and rollback planning.
• Coordinate delivery across multiple engineering teams — teams you work with day to day and dependent teams outside your scope — resolving conflicting priorities and keeping cross-team dependencies visible and on schedule.
• Get into the details: review data contracts, evaluate technical tradeoffs with engineering leads, and write or edit specs yourself when needed rather than delegating every decision.
• Make and document product decisions in ambiguous, fast-moving conditions, with clear rationale and named owners for anything left open.
• Work directly with engineers and end users (clinical and administrative staff) to validate that designs solve the actual problem, not just the stated requirement.
• Manage scope and expectations with stakeholders at every level, from engineers to executive sponsors.
• Partner with globally distributed engineering teams, including regular early-morning collaboration to overlap with offshore working hours.
• Report progress, risks, and open decisions clearly and on a predictable cadence.