IT Platform Staff Product Manager

About OpenLoop

OpenLoop was co-founded by CEO, Dr. Jon Lensing, and COO, Christian Williams, with the vision to bring care anywhere. Our telehealth support solutions are thoughtfully designed to streamline and simplify go-to-market care delivery for companies offering meaningful virtual support to patients across an expansive array of specialties, in all 50 states.

About The Role

OpenLoop runs on its business applications. When Amazon Connect routes a patient call to the right queue, when a Jira request arrives with the context needed to act on it, when a CRM record tells the whole story of an account care gets delivered and clients stay. When those systems drift, every team downstream absorbs the cost.

We are hiring a staff product manager to own that layer as a product, not as a ticket queue. You will set the roadmap for OpenLoop's core business applications, lead the Salesforce implementation, and bring real product discipline, discovery, prioritization, measurable outcomes to systems that have historically been managed reactively.

This is a builder's role on a team being built. You will have unusual latitude to decide what gets consolidated, what gets retired, what gets automated, and what is working well enough to leave alone. We are looking for someone who wants that latitude and will use it with judgment.

What You’ll Do:

Product management and roadmap

• Own a published, prioritized roadmap for the enterprise application portfolio and make the tradeoffs behind it explicit rather than implicit

• Run genuine discovery: sit with contact center agents, CS, RCM, Finance, People, and Clinical Ops teams and watch the actual work before designing a fix

• Write requirements people can build from: problem statement, success metrics, scope and explicit non-scope, acceptance criteria

• Define and report outcome metrics (handle time, abandon rate, request cycle time, deflection rate, adoption, license utilization, cost per seat) instead of reporting activity

• Say no clearly and often, with reasoning attached, so the roadmap stays credible

Platform delivery

• Lead the Salesforce implementation as accountable owner: scope, phasing, systems integrator and vendor management, data migration strategy, UAT, cutover plan, and post-launch hypercare

• Drive the Amazon Connect roadmap, routing logic, IVR and self-service flows, integrations with service and clinical systems, agent workspace, and quality analytics

• Redesign Jira and JSM intake so requests arrive complete, route correctly, and report accurately against SLAs

• Own integration architecture across the portfolio in partnership with Engineering: APIs, middleware or iPaaS, data contracts, error handling, and monitoring — including what happens when an integration fails at 2 a.m.

• Manage releases like a product: environments, change control, regression testing, and a rollback path for every material change

Governance, risk, and compliance

• Establish change management, configuration standards, and release governance across platforms and hold the line on them

• Partner with Security and Compliance on access reviews, least-privilege design, SOC 2 and HIPAA requirements, audit evidence, and vendor risk assessments

• Design to PHI boundaries. Know which systems may hold Protected Health Information and which may not, and architect accordingly this is a constraint, not a preference

• Own vendor and license management: renewals, true-ups, total cost of ownership, and consolidation opportunities

AI and automation

• Find the places where AI genuinely reduces effort in the business application layer contact center summarization and agent assist, service request triage and deflection, knowledge retrieval and build the business case with numbers

• Partner with the Enterprise Technology AI program on evaluation criteria, pilot design, guardrails, and measurement

• Be rigorous about which pilots earn a path to production. Most will not, and saying so early is part of the job

Leadership and influence

• Act as the connective tissue between IT, CS, Clinical Ops, RCM, Finance, People, Sales, and Engineering translating business need into system capability and back again

• Bring stakeholders along: publish decisions with the reasoning behind them, surface risk early, and address disagreement directly

• Raise the bar on documentation and requirements quality across the team; mentor analysts and platform admins

• Grow into leading a small team of product