Director of Engineering, Automation Products

We're looking for a Director of Engineering to lead Payer Enrollment, the teams that get providers enrolled with insurers so they can see patients and get paid. Enrollment is Medallion's largest and fastest-growing opportunity and the most direct line between our software and a customer's revenue: until a provider is enrolled, they can't bill, and every day of delay is lost income for the organizations we serve.

You'll report to the CTO and own enrollment as a business, not just a backlog, alongside your product, operations, and design counterparts. Your teams span the whole workflow: the customer-facing product where organizations request enrollments, track work, and see analytics; the systems that submit applications and follow up with payers; and the automation that speeds it all up. You own that workflow and orchestration layer, while our Applied AI team, your close partner here, builds the agents and models that run on it. You'll be measured the way the business is measured: enrollment times, application success rates, and how much of the work we can do faster and more reliably than anyone else.

This is a product-and-outcomes leadership role: you bring strong technical judgment, but the job is the outcome and the team, not the codebase.

• Own the enrollment outcome. Run enrollment like a business you own: set the goals, own enrollment times and application success rates, and decide where to invest to move them. Success is revenue unlocked for customers, not tickets closed.
• Decide what to build. Stay close to customers, operators, and the payer workflow itself. Find the bottlenecks that actually slow enrollment down, and aim the team at the few that matter most each quarter.
• Ship, measure, keep what works. Get changes in front of operators and customers in days, not quarters, and judge them on real enrollment numbers.
• Make the hard technical calls. You won't be in the code, but you'll have the judgment to know when to bet on a more ambitious approach and when to ship the boring thing that works.
• Grow the people and the bench. Hire and develop the engineers and managers running enrollment. The team should be measurably stronger a year from now, and the managers you grow should be ready for bigger jobs.
• Partner across the business. Work closely with Operations, Product, Applied AI, and the customer-facing teams: set shared goals, untangle the gnarly edge cases payers throw at us, and make sure the work adds up to faster enrollment.

• Owns business outcomes. You've run an engineering org against business metrics, not delivery metrics, and the difference between velocity and impact is obvious to you.
• Product-minded. You're opinionated about what to build, you stay close to the people using it, you sweat the workflow and the experience, and you've shipped products people actually rely on.
• Moves fast. You'd rather get something in front of a customer this week than perfect it for next quarter.
• Develops talent. You've hired, grown, and kept strong engineers and managers, and the teams you run get better every year.
• Earns technical trust. Senior engineers respect your judgment, even though you're not the one writing the code.
• Comfortable in the mess. You like complex, regulated, operations-heavy domains where the hard part is the real world, not the algorithm.

Enrollment is the largest and fastest-growing part of Medallion's product. The better your team makes it work, the harder it is for anyone to catch up: faster submissions, higher success rates, and more of the work done automatically. When your team ships, providers get paid sooner and customers grow faster, and you'll own that directly.