Manager/Senior Manager, Revenue Cycle Consulting Project Management

Job Description

Job DescriptionDescription:

This role exists to make sure our revenue cycle consulting engagements actually get done - on time, within scope, and at the quality our clients expect. The project manager owns the full project lifecycle from the first planning conversation through final close, and is the person responsible for keeping every workstream moving, every stakeholder in the loop, and every deliverable where it needs to be.

This is not a scheduling coordinator or an admin PM. We need someone who understands revenue cycle well enough to know when a workstream is slipping before it shows up on a status report, and who can push back on subject matter experts when timelines are at risk without losing the room. The PM is the person who keeps the engine running - running governance, tracking risk, driving communication, and making sure the team stays honest about what is and is not on track.

At the Manager or Senior Manager PM level, you may be managing more than several initiatives at a client site, helping develop junior staff, and contributing to how we build and improve our delivery approach as a practice. If you like keeping complex work organized, enjoy working directly with clients, and want a role where your work directly affects what our clients accomplish, this is the role for you.

Requirements:

Duties and Responsibilities

Engagement Initiation and Planning

• Knows, understands, incorporates, and demonstrates the Healthrise Core Values in all interactions with team members, clients, and stakeholders.

• Before the kickoff meeting, you own everything that needs to be in place: the project charter, defined scope, success metrics, the workplan, confirmed resources, and a governance structure the team can actually use.

• Run the kickoff and make sure everyone walks out of it knowing exactly what the engagement covers, who owns what, how decisions get made, and where to escalate when something goes sideways.

• Turn high-level engagement scope into a real workplan - one with actual milestones, named owners, flagged dependencies, and deadlines that reflect what the team can realistically deliver each week.

• Build and maintain the RACI for every engagement. Both sides - Healthrise and the client - should know their accountabilities before the work starts, not while it is already in motion.

Execution, Monitoring, and Scope Control

• Stay close to the work every day. Use regular check-ins and solid tracking tools to keep a clear picture of where each workstream stands, what is on track, and what needs attention before it becomes a problem.

• Keep a tight hold on scope. When something new comes up, document it, assess the impact on timeline and resources, and bring it through a proper review with the Director and client before anyone starts working on it.

• Assess and redesign workflows as engagement gaps or inefficiencies surface. When a client process is contributing to performance problems, document the current state, develop a recommended future-state workflow, and work with client stakeholders to get alignment before implementation.

• Partner with technical and/or operational teams to translate current state workflows and ensure future state workflows structured, documented processes - including swim lane diagrams, process maps, or SOPs - that the client team can actually use and sustain after the project closes.

• Keep the risk register current and use it. Flag schedule, resource, and delivery risks early, have a mitigation plan ready, and escalate to the Director before a risk turns into something that affects the client.

• Own the issue log and hold people to it. Every open issue needs an owner, a path to resolution, and a close date. Nothing should sit there without a documented decision or an escalation on record.

• Use the methodology that fits the engagement - waterfall, agile, hybrid - and be willing to shift the approach when the client environment or priorities change. The framework should serve the work, not the other way around.

• Keep track of who is doing what and flag capacity issues early. When you need more bandwidth or a different kind of expertise to keep delivery on track, loop in the Director and work through it.

Governance, Reporting, and Stakeholder Communication

• Run the governance rhythm for each engagement. That means weekly status meetings, steering committee reviews, and executive check-ins - all with real agendas, materials people can actually read ahead of time, and action items that get tracked and closed.

• Write status reports that people actually read. Keep them short, accurate, and organized around what matters: progress against the plan, open risks and issues, decisions that are needed, and what is coming up next.

• Do not let clients be surprised. If something is changing - timeline, scope, a deliverable - tell them before they ask, put it in writing, and make sure the Director knows.

• Keep the documentation clean throughout the engagement - meeting notes, decision logs, versioned deliverables - and close it out properly with a package that captures how the engagement actually went versus the original plan.

• Be the person the client can count on day to day. Build the relationship through follow-through, responsiveness, and honest communication - not just when things are going well.

Revenue Cycle Domain Knowledge and Engagement Accountability

• Know enough about revenue cycle - patient access, charge capture, coding, claims, AR follow-up, denials, underpayment recovery, cash posting - to tell when a workstream is off track, ask the right questions of subject matter experts, and hold a credible conversation with a client operations leader.

• Watch the KPIs and performance metrics that matter for each engagement. If the work is not tracking toward the outcomes the client expects, surface it to the consulting team early and escalate to the Director when a change in direction is needed.

• Identify workflow-level root causes when KPIs are underperforming. Rather than treating a metric problem as purely a training or staffing issue, dig into the underlying process, map where there are workflow versus technical breakdowns and bring forward concrete workflow recommendations

• Review everything before it goes to the client. Accuracy, completeness, clear writing, proper formatting - if it has the Healthrise name on it, it should reflect that.

• Stay current on payer changes, CMS updates, and anything else shifting in the revenue cycle world. When something relevant comes up that affects an active engagement, flag it to the team and the client.

Reporting, Analytics, and Performance Tracking

• Build and maintain the trackers, dashboards, and reporting templates that give the client real-time visibility into where the engagement stands and whether the KPIs are moving in the right direction.

• Deliver executive-ready outputs on time - status decks, performance summaries, financial impact reports, post-implementation reviews - written and formatted so that client leadership can get the point without having to dig for it.

• Be comfortable in Excel, PowerPoint, and at least one project management or visualization tool. These are your daily tools - you should be fast in them.

Team Coordination and Practice Development (Senior Manager)

• Keep the cross-functional team aligned - consultants, analysts, client-side staff. Each person on the engagement should know what they own, when it is due, and how their work connects to everything else.

• At the Senior Manager level, invest in the junior staff on your engagements. Review their work, give them real feedback, and show them what good project management actually looks like in practice.

• Help make the practice better. If a template needs updating, a process needs rethinking, or a new tool would improve how we deliver, bring it forward.

• Keep a clear view of all initiatives and flag anything that is at risk - capacity, quality, delivery - to the Senior

• Director before it becomes a client issue.

• Performs other duties as assigned.

Qualifications

Required

• Bachelor’s degree in Business Administration, Health Administration, Healthcare Finance, Health Information Management, or a related field; or equivalent combination of education and progressive experience.

• Manager level: 4 to 5 years of experience managing projects in a healthcare or revenue cycle environment, with a clear track record of running multi-workstream engagements from start to finish.

• Senior Manager level: 6 to 8 years of progressive experience, including a proven track record of independently managing complex consulting engagements across multiple clients or workstreams, with strong client satisfaction and consistent on-time delivery.

• Enough revenue cycle knowledge across at least two functional areas - AR, denials, patient access, coding, underpayment recovery, or similar - to manage the workplan intelligently, assess the quality of what the team produces, and push back when needed.

• Real, demonstrated experience building and managing workplans, charters, RACI matrices, risk registers, issue logs, and formal status reporting. Not just familiar with these - you should be able to build them from scratch and run them well.

• Strong Excel and PowerPoint skills. Experience with at least one project management tool - MS Project, Smartsheet, Asana, or similar - and comfort with Power BI or Tableau is a plus.

• Strong communicator in writing and in person. You can write a clear status report, facilitate a productive meeting, and present to a room of client executives without losing your footing.

• Highly organized with a genuine attention to detail. When you are managing multiple workstreams at once, nothing falls through the cracks - deadlines, decisions, and deliverable quality all stay in view.

• Enough familiarity with Epic or another major EHR to understand how the system affects the work, follow a workflow conversation, and communicate credibly with the people who live in it every day.

• Able and willing to travel up to 15 to 20 percent

• Experience in using AI tools to optimize project management and implementation activities.

Preferred

• PMP certification or an equivalent credential (PMI-ACP, CAPM, PRINCE2).

• Master’s degree in Health Administration (MHA), Business Administration (MBA), or a related field.

• Lean Six Sigma Green Belt or Black Belt, with real experience applying it inside a consulting or project delivery environment.

• Certified Revenue Cycle Professional (CRCP) or Certified Revenue Cycle Representative (CRCR).

• Background in healthcare management consulting, revenue cycle outsourcing, or a managed services environment where you were accountable for direct client-facing project delivery.

• Experience managing EHR go-lives, system optimization projects, or technology implementations from the consulting side.

• Familiarity with AI-assisted revenue cycle tools, RPA, or advanced analytics and the ability to work them into an engagement plan in a practical way.

Physical Demands and Work Environment

• Work Environment: Mostly remote, with travel up to 15 to 20 percent for kickoffs, steering committee sessions, milestone reviews, and other key moments at client sites.

• Physical Demands: This is a desk-based role. You will spend a lot of time at a computer and on video calls.

• Schedule: Standard business hours, with flexibility when deadlines or client needs require it. During busy delivery periods, occasional evening availability may come up.