Director of People Strategy

About Us

Greenbrook Medical is building the new standard in primary care.

We deliver high-touch, relationship-based care through neighborhood clinics, grounded in a simple belief: every senior deserves the kind of care we would want for our own families. Our model prioritizes time with patients, strong care coordination, and a personalized approach that improves outcomes while lowering total cost of care.

We take full accountability for patient outcomes and overall cost of care, aligning clinical excellence with disciplined execution. That commitment shows up in our results, including a patient Net Promoter Score of 91, compared to 32 for typical healthcare organizations.

Rooted in Tampa Bay and partnered with Tampa General Hospital, we are entering an exciting phase of growth. Backed by strong unit economics, experienced operators, and a proven playbook, we are looking for builders and operators who want to help scale a healthcare platform designed to deliver better care, better coordination, and better outcomes for seniors.

About the Role

As our Director, People Strategy, you will own the analytical and infrastructure backbone of the People function: compensation, headcount planning, people analytics, and knowledge management.

You will report to the Chief People Officer and operate as their right hand on the work that requires rigor and follow-through. When a question comes up about what a role should pay, whether our staffing plan still holds as panels grow, or what our data actually says about retention, you own the answer.

This is a builder role with one direct report. You will do the analytical work yourself rather than direct a team that does it, and you will manage our People Operations & Credentialing Manager, who runs onboarding and offboarding logistics, technology provisioning, and physician credentialing.

You will be effective here if you are comfortable with ambiguity, move fluidly across unrelated problems in the same week, and consistently identify where you can add the most value rather than waiting to be assigned it.

Location: New York City area preferred. We are open to remote for the right person, with regular travel to New York and to our Tampa Bay clinics.

What You'll Do

Compensation Strategy & Execution

Own our compensation philosophy, structure, and bands end to end, including refreshing bands at least annually as the market and our roles change

Act as the steward of that philosophy across the organization. You are the person who makes sure it is actually applied consistently, in every offer, promotion, adjustment, and new role, rather than living in a document nobody opens

Run the market research behind every banding decision, working across our benchmarking sources for corporate and clinical roles

Hold our commitment that total compensation for clinical roles sits above market. This means benchmarking base and total cash separately, then designing the bonus structures that close the gap deliberately rather than by accident

Design, implement, and oversee our metrics bonus programs, including which metrics we pay on, how payouts are calculated and timed, and how performance against them is tracked and communicated

Build and maintain the compensation models: cost of proposed changes, merit and adjustment cycles, offer scenarios, and total compensation views

Bring us new compensation strategies that drive business results, not just market parity. An open question we want your point of view on: how do we make clinical roles progressively more attractive with tenure, so that our best clinicians have a reason to stay past year three?

Serve as the review point on offers and internal adjustments, making sure decisions are defensible, internally equitable, and within band

Run the annual compensation cycle end to end, working directly with the CPO on design and decisions, partnering with Finance on budget, and supporting managers through delivery

Own our compensation documentation, including team and role-specific compensation design, role-level one-pagers, and leveling guidance, so managers can have clear conversations without needing to guess

Headcount Planning & Workforce Modeling

Own the headcount planning process end to end, from annual plan through monthly maintenance and reforecasting

Maintain the headcount model as the single source of truth for approved, open, and forecasted roles, reconciled against Finance and our ATS

Automate the ratio-based logic in the plan so that staffing triggers fire on their own. We know what it takes to staff a clinic. The unsolved problem is building a model where roles are generated automatically as panel size, visit volume, and site count cross defined thresholds, instead of being added by hand every cycle

Run the intake and approval process for new and backfill role requests, holding the turnaround standards we have committed to

Build the scenario capability that lets leadership ask what a change in growth pace means for hiring and cost, and get an answer the same day

People Analytics & Reporting

Own people analytics and reporting for the company, including the metrics we report to the Leadership Team and Board

Own our dashboard suite across headcount and growth, hiring funnel and time to fill, turnover and retention, engagement, compensation distribution, and manager effectiveness, drawing on Lattice, Greenhouse, and our HRIS

Take ownership of the recruiting dashboards currently in build and drive their ongoing evolution, optimization, and maintenance, partnering with our Director of Talent, who owns pipeline execution

Turn analysis into recommendations. The bar is not a clean chart, it is a clear point of view on what we should do differently

Establish the definitions, data hygiene standards, and reporting cadence that make our numbers trustworthy and consistent across sources

Knowledge Management

Own knowledge management for the company, including how we structure and govern Notion

Set clear standards for how documentation is created, organized, named, and maintained, then drive adoption of those standards across teams

Make sure people can find what they need without asking a person, and that what they find is current

Partner with L&D on the intersection of documentation and training

Strategic Projects

Take ownership of high-value People projects that need a senior operator, including work that would otherwise sit with the CPO

Scope, plan, and drive these projects to completion with minimal direction, bringing back a recommendation rather than a set of options with no view

Evaluate, select, and implement People technology as our needs outgrow current tools

Manage the People Operations & Credentialing Manager, setting the standards for onboarding logistics, provisioning, and credentialing, and holding the outcomes

What Success Looks Like

Compensation bands are current, externally benchmarked, and internally equitable, with a documented refresh cadence and no offers made outside of band without explicit exception

Clinical total compensation is verifiably competitive, with a documented calculation to boot

Metrics bonus programs run on a predictable cycle, with payouts calculated correctly and on time, and participants who understand what they are being paid for

The headcount model is trusted as the single source of truth by the Leadership Team and reconciles to Finance every month

Ratio-based staffing triggers run automatically off volume and site assumptions, with no manual role-by-role maintenance, and a new growth scenario can be produced in hours rather than days

A standing set of People dashboards is live, accurate, and reviewed on a monthly cadence, with the Leadership Team pulling from them directly

Notion standards are documented, adopted, and maintained, measured by findability and currency of core content

The CPO's time is measurably red