InnovaCare Services Company, LLC The Contact Center Director is the senior operational leader of InnovaCare's contact center, responsible for the performance, governance, culture, and strategic direction of the enterprise contact center function across all Central Florida markets (FCP/IPF, TMG/PFH, OFP). This role provides direct executive-level oversight of all contact center operations — including omnichannel service delivery across voice, digital, and asynchronous channels; workforce management; quality assurance; technology governance; vendor management; and talent development — and serves as the primary operational accountability partner to the Executive Sponsor. The Contact Center Director leads a team of three Market Managers, a Quality Manager, and a WFM & Business Systems Administrator, and is accountable for the performance outcomes produced by each function. This role also owns the governance relationship with the HGBPO after-hours vendor, including SLA compliance, contract oversight, and performance management. This role represents a deliberate structural elevation from the current Contact Center Head/Lead position. The Director title reflects expanded scope, executive accountability, and the authority required to drive cross-market transformation, govern a multi-channel service environment, resolve structural barriers that have constrained performance, and operate as a credible peer to clinical and administrative leadership across InnovaCare's multi-brand environment. The Contact Center Director does not manage individual agents directly. Strategic and operational decisions that require executive authority — budget approval, headcount expansion, vendor contract changes, or scope modifications — are escalated to the Executive Sponsor. All other operational decisions within the contact center are owned by this role. Operational Leadership & Performance Governance Own enterprise contact center performance across all markets and channels: establish, publish, and monitor KPI targets for service level (80/20 voice; channel-appropriate equivalents for digital), ASA, abandonment rate, AHT, digital response time, FCR, QA score, and schedule adherence — benchmarked against COPC CX Standard and SQM Healthcare standards Convene and chair a weekly cross-market operations review with all three Market Managers: review prior-week performance data, resolve inter-market conflicts, surface systemic issues, and issue written decisions with accountability assignments — closing Governance Gap G-1 Establish a monthly executive reporting cadence to the Executive Sponsor: deliver a formal written operational summary covering KPI performance vs. benchmark, trend analysis, active initiatives status, risk register, and staffing posture — closing Governance Gap G-2 Implement and maintain a formal escalation governance framework: define escalation thresholds for patient complaints, QA fatal errors, SLA failures, and technology incidents; ensure all escalations are documented, assigned, resolved within defined SLAs, and reported — closing Governance Gap G-3 Build and maintain the contact center's operating calendar: annual planning cycle, initiative review rhythm, budget submission timelines, and QA calibration schedule — providing the governance structure that has been absent Own the contact center's improvement roadmap: maintain a prioritized initiative register, sponsor active projects (including Dialpad migration, WFM setup, and AI deployments), and gate initiative launches using a formal prioritization framework — closing Governance Gap G-5 Team Leadership & Talent Development Directly lead three Market Managers (FCP/IPF, TMG/PFH, OFP): conduct monthly 1:1 performance reviews, set individual development plans, and hold managers accountable for team-level KPI performance and agent engagement Directly lead the Quality Manager: review monthly QA summary reports, approve program design changes, confirm calibration results are acted upon, and ensure QA independence is maintained across all markets Directly lead the WFM & Business Systems Administrator: approve weekly staffing plans, review forecast accuracy results monthly, and ensure ACD configuration governance is maintained Establish formal authority and accountability for the five Team Leads currently operating in an informal coaching-only capacity: define Lead scope of authority in writing, issue a Lead Handbook, and integrate Leads into the formal supervision and communication structure Partner with HR to build a contact center talent strategy: define competency profiles for each role, implement structured onboarding for new hires (≥ 80 hours pre-live per COPC 2.06), and establish a succession and internal promotion pathway from Agent to Lead to Supervisor Facilitate quarterly all-hands contact center communication: present organizational performance, strategic direction, and recognition — building engagement and organizational identity across the multi-market, multi-brand structure Quality Assurance Oversight Sponsor the enterprise QA program across all contact channels: approve the evaluation framework, calibration methodology, and fatal error criteria for both voice and digital interactions; ensure the program meets COPC 4.07 minimum standards (≥ 4 evaluations per agent per month) across all markets and channel types Review the weekly QA dashboard and monthly enterprise QA summary delivered by the Quality Manager; issue written directives when QA scores fall below benchmark or when systemic patterns require structural intervention Approve all remediation plans for agents scoring below threshold for two consecutive evaluation cycles; ensure Market Managers are accountable for coaching follow-through Ensure QA findings are integrated into training content and Supervisor coaching practices; review training recommendations submitted by the Quality Manager and authorize action within 15 business days of submission Workforce Management Oversight Approve the weekly staffing plan and schedule produced by the WFM & Business Systems Administrator before publication; ensure plans reflect current market priorities and initiative impacts Review forecast accuracy and adherence performance monthly; identify root causes of adherence gaps and assign corrective actions to the relevant Market Manager Authorize overtime usage above threshold; maintain executive visibility to occupancy rate trends across markets; escalate chronic understaffing or overstaffing patterns to the Executive Sponsor with staffing recommendations Own the HGBPO monthly headcount forecast submission (due by the 5th of each month per SOW §3(c)): confirm submission occurred, review forecast accuracy vs. actuals, and address discrepancies with HGBPO in writing Vendor Management — HGBPO After-Hours Serve as InnovaCare's primary contract authority over the HGBPO relationship: own SLA compliance monitoring, performance review cadence, and escalation management per the executed MSA (September 2025) and After-Hours SOW (effective October 1, 2025) Chair the monthly HGBPO business review: review all contractual KPIs (SL%, abandon rate, CSAT, DSAT, schedule adherence, working rate), issue written performance notices for any metric below contractual target, and document all actions in the HGBPO performance log Ensure all contractual oversight obligations are executed on time: confirm Daily Operational Summary receipt each morning, Monthly Business Review receipt by the 5th, and invoice reconciliation against Dialpad login/logout reports before approval Escalate HGBPO contractual gaps to the Executive Sponsor and Legal: including the unexecuted HIPAA BAA, IP ownership clause (MSA §5(a)), absent termination-for-cause provision, and insurance deficiencies — and track remediation status Maintain HGBPO operational readiness: confirm escalation contacts are current and reachable, urgent patient routing protocols are in place, and after-hours handoff procedures are documented and tested quarterly Technology & Systems Governance Serve as the operational authority for all contact center technology decisions: approve ACD configuration changes (queue, IVR, routing, skills) and digital channel platform changes before deployment; ensure no patient-facing system or channel configuration change is made without Director review and written approval Own the active technology and channel initiative portfolio: Dialpad Contact Center migration, WFM module setup, CC Pods OFP, NovelVox/Athena pilot, digital channel enablement, and any AI feature deployments (Artera, Elise) — ensure each initiative has a named owner, timeline, and success criteria Partner with the IT Lead and SVP IT on system integration priorities, uptime SLAs, and platform governance; represent contact center operational requirements in all technology decisions Review the quarterly ACD configuration audit produced by the WFM & Business Systems Administrator; approve remediation actions for any discrepancy between documented and actual system configuration Evaluate Dialpad AI feature maturity and readiness for deployment across all channels: approve or defer AI capability rollouts based on operational impact assessment for both voice and digital interactions; maintain a written AI governance log Strategic Planning & Executive Engagement Develop and maintain a 12-month contact center strategic plan, updated annually: headcount projections, omnichannel technology roadmap, quality maturity targets, digital channel expansion priorities, and HGBPO relationship evolution — aligned to InnovaCare's organizational growth Produce the annual contact center operating budget: staffing costs, HGBPO vendor spend, technology licensing, training investment, and contingency; present to the Executive Sponsor for approval Serve as the contact center's primary representative in cross-functional leadership discussions: participate in clinical operations reviews, patient experience committees, and technology governance forums as the voice of the contact center Lead the contact center's participation in the FA-1 through FA-8 diagnostic assessment: serve as INT-01 (90-minute structured interview); ensure data submissions are complete, accurate, and delivered by deadline; implement findings from the improvement roadmap Prepare and present quarterly business reviews to the Executive Sponsor: include performance vs. benchmark, transformation progress, risk register, and resource requests — in the executive format already established for the Company President Innovacare participates in E-Verify and will provide the federal government with your Form I-9 information to confirm that you are authorized to work in the U.S. The foundation for InnovaCare was laid in 1998 when President and CEO Richard Shinto, M.D., founded North American Medical Management (NAMM) in California. Since then, InnovaCare Health has continuously evolved and innovated to remain at the forefront of healthcare and deliver cutting-edge solutions to our physicians and team members, patients, and their families. Across InnovaCare, we are united by a shared mission, vision, and values. Our growing company strives to make every member of our diverse team feel fulfilled and valued through their work. Our mission is to transform the lives of the people we serve through compassionate, high-quality care, innovative solutions, and trusted partnerships as we vision a new definition of the standard of excellence in healthcare. Today, InnovaCare operates more than 30 clinics and is recognized as a leader in transforming care delivery. Our approach combines physician-led care models with cutting-edge technology and a focus on personalized, coordinated care to empower providers to succeed in some of healthcare's most challenging environments.

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