Chief Operating Officer (COO)

Position Summary

The Chief Operating Officer (COO) serves as a senior executive leader responsible for translating Inteli-Care's strategic priorities into disciplined operational execution. Reporting directly to the CEO, the COO leads and integrates Inteli-Care's operational departments, builds strong and accountable leaders, establishes consistent operating rhythms, and ensures that services are delivered efficiently, compliantly, and at a level that supports the organization's continued growth. The COO is an in person role expected to operate with a high degree of independence, sound judgment, urgency, and accountability while maintaining strong alignment with the CEO and Inteli-Care's mission, culture, and strategic direction.

Primary Areas of Responsibility

Operational Leadership & Execution

• Provide executive oversight of Inteli-Care's day-to-day operational functions, including PCS, EPSDT, Intake, Scheduling, Client Services, Billing, Field Operations, and other assigned operational departments.
• Translate organizational priorities and strategic goals into executable operating plans with clear ownership, timelines, and measurable outcomes.
• Establish and maintain a disciplined operational cadence, including leadership meetings, performance reviews, planning cycles, goal-setting, and KPI reporting.
• Create consistency across departments through standardized workflows, SOPs, handoffs, escalation processes, and accountability structures.
• Identify operational barriers, capacity constraints, and inefficiencies and lead appropriate corrective action.
• Ensure operational infrastructure, staffing, processes, and technology are positioned to support organizational growth.
• Lead cross-functional and enterprise-wide initiatives with limited CEO involvement once direction and desired outcomes have been established.
• Apply strong business and financial judgment to operational decisions, including consideration of productivity, revenue, margin, staffing, and organizational resources.

People Leadership & Accountability

• Lead, coach, and develop operational directors, department heads, and other assigned leaders.
• Establish clear expectations, decision rights, performance standards, and accountability throughout the operational leadership team.
• Maintain a consistent leadership cadence through recurring one-on-ones, coaching, performance reviews, and development conversations.
• Build a high-performance culture that values ownership, collaboration, transparency, responsiveness, and measurable results.
• Identify and address performance concerns promptly and appropriately, including making difficult personnel decisions when necessary.
• Ensure succession and development plans exist for critical operational roles.
• Partner with HR and executive leadership to recruit, select, develop, retain, and appropriately transition operational talent.
• Strengthen employee engagement, retention, communication, and change readiness throughout operational departments.
• Model low-ego leadership and demonstrate the ability to operate both strategically and hands-on when business needs require it.

Operational Compliance & Quality

• Maintain executive oversight of compliance within all operational departments.
• Ensure operational processes align with applicable New Mexico Medicaid, Managed Care Organization, federal, state, privacy, safety, contractual, and organizational requirements.
• Ensure compliance expectations are incorporated into operational SOPs, training, scorecards, workflows, and leadership accountability.
• Maintain operational readiness for HCA, MCO, licensing, payer, and internal audits and reviews.
• Monitor documentation, EVV, authorizations, billing controls, incidents, complaints, quality indicators, privacy requirements, and fraud, waste, and abuse controls within the COO's operational scope.
• Ensure identified deficiencies and corrective actions are assigned, tracked, resolved, and sustained.
• Build a culture in which compliance is owned by operational leadership and embedded into everyday execution rather than treated as the responsibility of a single department.
• Promptly escalate material compliance, safety, financial, service, or organizational risks to the CEO and appropriate compliance, HR, legal, clinical, or other resources.