Project Manager, Onboarding

The Healthcare Onboarding Project Manager leads large, complex customer onboarding projects from kickoff through launch and transition. These projects may span multiple hospitals, ambulatory surgery centers, clinics, and other locations, with multiple workstreams, deployment waves, integrations, and stakeholders moving at the same time.

The Project Manager is responsible for keeping the full project aligned and moving forward. This includes building and managing the overall project plan, coordinating the work of Project Leads and cross-functional teams, identifying and addressing risks, driving key decisions, and maintaining clear communication with both customer and Inmar leadership. Project Leads may own individual workstreams or deployment waves, but the Project Manager is accountable for bringing those efforts together into a successful overall implementation.

This role requires someone who can lead confidently through complexity and change. Plans will not always unfold as expected, and strong project leadership means recognizing issues early, helping teams work through them, setting clear expectations, and keeping customers informed and confident along the way. This role will strive to create an exceptional onboarding experience that helps customers successfully adopt Inmar’s solutions and experience Inmar as one coordinated team.

What Success Looks Like

• •Large, complex enterprise onboarding programs advance predictably across scope, timeline, quality, operational readiness, and customer outcomes.
• •Customer project teams and executive sponsors understand current status, risks, decisions, commitments, and next actions. They remain confident in Inmar even when challenges arise.
• •Project Leads and cross-functional contributors have clear ownership, aligned plans, and timely decisions across workstreams and deployment waves.
• •Risks and dependencies surface early. Customers and leaders are not surprised by issues that could reasonably have been anticipated.
• •When conditions change, the Project Manager frames options, recommends a path, and resets expectations rather than protecting an outdated plan.
• •Readiness and launch decisions prioritize long-term customer success and implementation quality, including recommending resequencing or delay when the evidence supports it.
• •The transition to Account Management and ongoing support teams is structured, complete, and preserves the context needed for continued customer value.
• •Lessons from each project are captured and documented to improve the onboarding model for future customers.

Primary Accountabilities

Enterprise Project Leadership

• •Own overall delivery of large, complex, multi-workstream healthcare onboarding programs from kickoff through transition to hypercare/support.
• •Build and maintain an integrated master plan connecting workstreams, deployment waves, milestones, owners, dependencies, decision points, and readiness criteria.
• •Establish the governance model, including working cadences, executive or sponsor reviews, status reporting, escalation paths, and decision forums.
• •Coordinate concurrent work across customer locations with different operating environments, constraints, and readiness needs.
• •Manage scope, change, critical-path dependencies, sequencing, and overall program readiness.
• •Maintain accurate program-level documentation, decisions, risks, actions, and commitments.

Customer and Executive Leadership

• •Serve as the primary program-level contact for customer project teams, executive sponsors, and senior internal stakeholders.
• •Learn the customer's business, operating environment, desired outcomes, constraints, and definition of value, then connect project decisions to those priorities.
• •Deliver concise, fact-based updates that explain what has changed, why it matters, what options exist, what you recommend, and what decision or action is needed.
• •Lead difficult conversations directly and professionally when commitments slip, requirements change, readiness is insufficient, or the original plan is no longer realistic.
• •Maintain customer trust through transparency, sound judgment, reliable follow-through, and a consistent focus on reducing customer effort.
• •Create a coordinated Inmar experience across internal teams and handoffs to ensure a seamless experience for the customer.

Project Lead and Cross-Functional Leadership

• •Guide and coordinate one or more Project Leads responsible for defined workstreams, deployment waves, locations, or implementation components. This role does not have direct reports.
• •Set clear project expectations and standards, review workstream plans and risks, and ensure each workstream remains aligned to the enterprise outcome.
• •Coach Project Leads through difficult situations, identify gaps they may not see, and step in when a workstream issue threatens the overall program.
• •Partner with Commercial Growth, including Account Management, as well as Technology Operations, Product, Engineering, and other internal teams to align commitments and resolve cross-functional dependencies.
• •Create visible ownership for every significant outcome, decision, and action, and follow through when commitments are at risk.
• •Facilitate productive disagreement and keep teams focused on facts, customer outcomes, and the best available path forward.

Risk, Decision, and Issue Management

• •Maintain an integrated view of program risks, assumptions, issues, dependencies, decisions, and changes across all workstreams.
• •Identify root causes and downstream impact rather than treating each problem as an isolated task.
• •Bring the right people together with relevant facts, practical options, a clear recommendation, an accountable owner, and a decision date.
• •Escalate at the right time and level, before avoidable surprises or customer impact occur.
• •Challenge assumptions, unrealistic commitments, unclear ownership, and insufficient readiness respectfully and directly.
• •Recommend phased deployment, resequencing, or launch delay when the evidence indicates the customer or solution is not ready.
• •Document decisions, actions, and commitments and ensure they are completed.

Product, Business, and Technical Learning

• •Rapidly learn Inmar products, customer workflows, implementation methods, technical dependencies, and operational constraints.
• •Develop enough technical fluency to ask strong questions, recognize inconsistencies, explain implications, and identify risk without personally performing most system configuration.
• •Translate customer outcomes into project priorities and connect business, operational, product, and technical considerations.
• •Navigate new customer scenarios the organization has not previously anticipated and coordinate the right experts to reach a sound decision.

Continuous Improvement

• •Lead useful debriefs (retrospectives) and convert lessons into specific improvements to governance, tools, templates, readiness criteria, and handoffs.
• •Capture customer and internal feedback and identify patterns that affect onboarding quality, consistency, or effort.
• •Share practices that strengthen Project Lead effectiveness and raise the standard of enterprise onboarding.
• •Track KPIs and team performance, and use data to improve decisions and future onboarding projects.

Capabilities You Bring on Day One

• •Evidence of independently leading complex, high-stakes work with multiple interdependent workstreams, stakeholder groups, or delivery teams.
• •Ability to turn ambiguity into an integrated plan, governance structure, clear ownership, and timely decisions.
• •Clear and credible communication from detailed working sessions through executive-level discussions.
• •Composure and sound judgment when a project is under pressure, facts are incomplete, or the message is difficult.
• •A consistent pattern of surfacing risk early, assessing downstream impact, and bringing options with a recommendation.
• •Ability to influence without authority, set clear