Fractional COO / Vice President of Operations

Neura Health is a nationwide, doctor-led practice built to eliminate the barriers between patients and life-changing care. As the country's leading virtual neurology clinic, we provide an all-in-one longitudinal platform where cutting-edge technology meets specialized expertise to manage the entire spectrum of neurological diseases. While traditional brick-and-mortar clinics are at a breaking point, forcing patients to endure dangerous 4-6 month wait times, Neura is scaling the nation’s largest virtual practice to deliver immediate access to the 145 million Americans in need. Through strategic partnerships with leading health systems, pharmaceutical innovators, and large clinics, as well as a direct-to-patient model, we are fundamentally transforming the referral landscape and reducing average wait time from 276 days to 5 days.

Our tech-enabled model provides a comprehensive, end-to-end experience that goes far beyond a standard consultation. We offer patients seamless access to personalized care plans and expert care navigation, ensuring no one has to manage their journey alone. This mission is powered by our multidisciplinary specialized care teams, which include world-class physicians, nurse practitioners, physician associates, and dedicated care coaches. We leverage AI-powered workflow optimization and continuous monitoring for everything from chronic headaches and epilepsy to complex memory disorders. Backed by $22M in funding from world-class investors, we are not just improving neurology; we are revolutionizing it. We are looking for purpose-driven innovators to join us in making high-quality brain health a reality for everyone.

Neura has grown fast on the strength of its clinical product and partnerships. But the operational infrastructure hasn’t kept pace. Here’s what’s real:

• No centralized patient contact center. We’re scaling the national practice but response SLAs aren’t being met. How might we build a system that better gets ahead of demand spikes?
• Patient messaging is fragmented. Inbound and outbound chats and messages from patients aren’t being triaged or answered with the speed and consistency a national practice demands.
• Clinical operations need tightening. Licensing and credentialing timelines are too long, which delays time-to-value for new providers. Scheduling templates haven’t been optimized to maximize clinician utilization against patient demand. We should be seeing every patient within 7 days — and then pushing that number lower.
• B2B implementation and customer success need a playbook for driving predictable visit volume. We’re onboarding health system partners, but the go-live process and ongoing account operations aren’t standardized. That limits expansion and referenceability.
• Operational bloat from process and system inefficiencies. We know it’s there. Some of it is actively being worked out. We need someone who can accelerate the cleanup, assess our current tools (including our CRM, Kustomer), and make fast calls on what to fix, what to replace, and what to automate.
• The CEO is the integration point for too much. Initiatives, KPIs, and cross-functional projects lack centralized ownership and tracking. That doesn’t scale.

We’re hiring a fractional COO to own all of this. You’ll report directly to the CEO and free them to focus on business development — while you run the full patient-facing, clinical, and B2B operational stacks.

The foundation is in place. Now you’re optimizing, scaling, and starting to build the next layer.

• →Hit the 7-day SLA. Every patient sees a provider within 7 days. Once achieved, begin driving that number lower.
• →Streamline B2B implementation. Build a repeatable playbook for onboarding health system partners — from go-live implementation (where Neura operates as an extension of the health system’s neurology practice) through ongoing customer success operations. The goal: faster launches, smoother expansions, and partners who become references.
• →Partner with marketing on top-of-funnel conversion. Work cross-functionally to improve patient conversion at the top of the funnel. Operations and marketing alignment is a growth lever — own your side of it.
• →Begin the AI automation roadmap. With the call center foundation stable and scalable, identify where off-the-shelf AI partners can handle a significant portion of inbound and outbound calling — reducing FTE needs and improving the cost structure. Prescription refills are another high-volume, high-time-burn category that’s a clear candidate for AI handoff once the process is standardized.
• →Attack COGS and OpEx. With operational data flowing and processes stabilized, identify the clearest opportunities to reduce cost of goods sold and operating expenses. This includes automation, vendor consolidation, process elimination, and staffing model optimization.
• →Deliver a CRM recommendation. Based on your 30-day assessment, present a clear recommendation: optimize Kustomer or plan a migration. Include timeline, cost, and operational impact.
• →Uplevel the team. By now you’ve coached, restructured, or made changes where needed across your four direct reports. The operations org should be operating with clear ownership, consistent execution, and measurably higher output.

The full inbound and outbound patient communication stack — 1-800 line, chat/messaging, clinical questions, tech support, CS, and outbound activation. You own the SLAs, the staffing model, and the roadmap to automate what should be automated.

Provider scheduling, utilization, licensing, credentialing, and the operational infrastructure that determines how fast patients get seen. You own time-to-appointment and the levers that move it.

Implementation playbooks, go-live execution, and customer success operations for health system partnerships. You own partner satisfaction, expansion velocity, and referenceability.

Process optimization, system rationalization (including CRM), AI automation strategy, and the ongoing work of reducing COGS and OpEx without compromising patient or provider experience.

Four direct reports spanning D2C operations, B2B operations, provider recruiting, and payor contracting. Set clear expectations, build development plans, and make honest assessments about where the team needs to level up.

Patient NPS. Time to appointment. Provider utilization. Visit volume targets. Call center SLAs. B2B go-live timelines. On-time state launches. These aren’t aspirational — they’re your accountability.

• 10+ years in healthcare operations, including leadership roles (VP/Director of Ops, Head of Clinical Operations, or equivalent) in a multi-state or rapidly scaling organization.
• Experience standing up and running patient contact center operations — inbound, outbound, multi-channel. You’ve built this before, not just managed it.
• Direct experience building operational infrastructure from scratch or early stage — you’ve gone from “no system” to “the system runs itself” at least once, and you did it fast.
• Deep knowledge of provider licensing, credentialing, and multi-state healthcare expansion. You know the regulatory landscape and have compressed timelines that others said couldn’t move.
• Experience optimizing clinical scheduling and provider utilization to maximize patient access and clinician productivity.
• Demonstrated ability to build and run KPI dashboards, operating cadences, and project management frameworks that changed how a team executed — not just how it reported.
• Experience managing cross-functional teams spanning clinical, regulatory, product, growth, and marketing functions.
• Comfort operating as both architect and operator. You’ll design the systems AND work inside them — pulling data, chasing down blockers, and getting into the details when something isn’t tracking.
• The ability to drive accountability without positional authority alone. You’ll need to influence senior leaders and hold people to commitments in a fast-moving, sometimes messy environment.

• Experience in telehealth, digital health, or tech-enabled care delivery — you understand the unique operational dynamics of virtual clinical models.
• Background in fractional or consulting leadership roles where you’ve had to move fast, build trust quickly, and deliver measurable results within a defined scope.
• Experience with AI-enabled operations tools — you’ve evaluated or deployed AI solutions for patient communication, call handling, or clinical workflow automation.
• Experience with CRM evaluation and migration in a healthcare or high-volume patient communication environment.
• Experience building B2B implementation playbooks and customer success operations for health system or enterprise partnerships.
• Experience building performance management systems tied to revenue or growth outcomes, not just operational efficiency.

This is a remote role. If you’re within commuting distance of our NYC office (205 East 42nd Street), we’d ask you to be in-office two days a week (Tuesdays and Thursdays) — the rest of the team follows the same hybrid rhythm.

• →Liz Burstein is the CEO and was previously Head of Product at Maven Clinic, Director of Product at Zocdoc and Senior Product Lead at LinkedIn. She has fifteen years of experience in the tech industry, and a wealth of knowledge in the health tech domain.
• →Sameer Madan is the CTO and was previously an engineer at Facebook for 9 years. At Facebook, Sameer was the technical lead for Live Video, and built several well known products such as Facebook Mentions, threaded-ranked comments, and more.

Neura is an equal opportunity employer. We do not discriminate on the basis of race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status. All qualified applicants will receive consideration for employment without regard to these or any other characteristics protected by law.