Senior Manager, Care Advocacy

Color is revolutionizing cancer care with the nation’s first Virtual Cancer Clinic, delivering high-quality, physician-led multidisciplinary care across all 50 states. Our innovative, guideline-based approach spans cancer screening, risk assessment, prevention, diagnosis, treatment support, and survivorship. In addition to personalized direct medical care, our services include cancer genetics risk assessment, nutrition, mental health support and at-home cancer screening diagnostics. Using technology-driven, patient-centric solutions, Color is transforming how employers, unions, health plans, and governments address cancer. Color’s goal is to close critical cancer care gaps, improve cancer outcomes, and guide patients with empathy through their healthcare journeys.

Apply to join Color and do the most meaningful work of your career. If you are not sure that you’re 100% qualified but are up for the challenge - we want you to apply!

About the Role:

This is a rare opportunity to build and scale a high-impact remote care advocacy organization that meaningfully changes how patients experience cancer care. Reporting to the Director of Care Services, you’ll lead a talented team while designing the operating systems, performance culture, and accountability frameworks that enable exceptional patient outcomes. You’ll partner closely with leadership to translate strategy into scalable operations, develop high-performing leaders, and shape the future of care advocacy at Color.

You’ll lead a team of internal care advocates and a contractor partner layer, evolving the function from transactional coordination into proactive patient advocacy that drives behavior change, closes care gaps, and improves outcomes. If you thrive in ambiguity, love building teams and processes from the ground up, and enjoy turning vision into execution, this is an opportunity to make a lasting impact on both the organization and the patients we serve. What You'll Own:

Team leadership & people development

Directly manage a team of care advocates supporting patients across complex cohorts: abnormal results, high-risk, active cancer, and survivorship

Build and maintain the full performance management infrastructure — expectations, review cadences, accountability frameworks, and role-level differentiation (CA1, CA2)

Own team performance against key service line metrics including in-person scheduling rates, efficiency, and patient NPS; set targets, track progress, and close gaps

Conduct regular 1:1s, performance conversations, and development discussions with each advocate — not as a check-in but as a genuine investment in their growth

Navigate difficult performance conversations directly and with care — hold people accountable while maintaining trust and psychological safety

Monitor caseload quality, identify patterns, and drive improvements before issues compound

Build team cohesion and culture across a dispersed group of internal and contracted staff — model the behaviors you expect: ownership, proactivity, quality, and patient-centeredness

Coach advocates on patient communication, engagement techniques, and behavior change skills — actively developing their capabilities over time, not just managing their output

Develop and implement a team training and development curriculum aligned with the team’s strategic goals and priorities

Contractor layer oversight

Serve as the primary relationship owner for our contracted partner, who handles higher-volume, lower-complexity scheduling and navigation workflows

Own the infrastructure Color builds around the contractor layer: onboarding process, quality standards, performance expectations and monitoring, and training materials

Establish SLAs where they don’t yet exist and build the accountability systems to hold the contractor layer to them

Develop and run a quality review cadence covering ticket accuracy, turnaround time, and patient experience — Color owns the QC, not the vendor

Manage day-to-day coordination and make recommendations on contractor scope, capacity, and long-term model as the business evolves

Operations & infrastructure

Define workflow boundaries between care advocates and customer support in partnership with the Director

Build or improve intake, escalation, and handoff processes across internal and contractor teams