Digital Success Partner, Finance

About this role

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Day - 08 Hour (United States of America)

This is a Stanford Health Care job.

A Brief Overview The Digital Success Partner (DSP) serves as a business relationship manager and owns stakeholder relationships, problem definition, and communication for a primary domain within the IT Applications team, with backup coverage of a secondary domain. The DSP is a pivotal individual contributor role reporting into the director level and serving on behalf of Application team leadership as a highly visible connective layer between business/clinical stakeholders, the applications team, and all of Technology and Digital Services (TDS).

The DSPs work together as a team, together with assigned colleagues from nursing informatics, to engage in onsite collaboration on an ongoing basis with their assigned area(s) to provide two-way transparency — deeply understanding the problem space and imperative business outcomes facing the operational area(s) while proactively surfacing what has been delivered, what is in flight, and what is scheduled to be delivered by TDS. This role assists the IT discovery and intake processes, as well as serving as a navigator for accessing IT functions and ensuring customer success in the digital space. This position is skilled at critical thinking, navigating conflict, and operates through peer-to-peer relationships, influence, and credibility rather than positional authority.

DSPs cover the major functions of the health system, including core clinical areas, plus Oncology, Transplant, Specialty Services, Imaging, Pathology and Clinical Labs, Patient Access/Flow, Revenue Cycle, Quality/Population Health, HR, Supply Chain, and Finance.

Locations Stanford Health Care

What you will do • Owns stakeholder relationships in a primary domain; provides backup coverage in a secondary area or domain. • Maintains a current understanding of clinical and operational needs within assigned domains, including workflow pain points, system concerns, and opportunities where technology or process change may improve operations in a centralized transparent location. Proactively identifies opportunities where technology can be brought to bear before it is surfaced as a request. • Provides concise status communication for leaders and stakeholders, including current issues, decisions needed, risks, progress, and expected next steps.DSP solicits and represents business input into overall priority setting. • Works fluently in ServiceNow— monitors ticket status directly and adds documentation or context where valuable. Interfaces directly with the manager assigned analyst, peer to peer. The analyst owns ticket execution and is accountable for keeping the DSP current when documentation does not tell the full story. • Proactively communicates on behalf of all of TDS across tickets, projects and programs. This includes what has been delivered, what is in flight, what is expected in the next 3–6 months, while providing visibility into the longer-term roadmap shaped by business input and priorities. Partners with managers and directors across all areas of TDS to define what should be proactively communicated on roadmaps and in-flight work. • Serves as a consistent liaison between operations, informatics, application teams, and TDS leadership to surface needs, clarify issues, and support timely resolution. • Works collectively with other DSPs to recognize cross-organizational patterns, ensuring consistent messaging across domains while tailoring delivery to each stakeholder group. • Works with respective Medical Informatics Directors and Nurse Informaticists, collaborates across those roles, and ensures informatics expertise is engaged where necessary. Raises performance concerns to the analyst's manager as an exception path, not as the routine mode of interaction — the model is built to encourage peer-to-peer collaboration and discourage hierarchy. • During problem definition, the DSP adeptly uncovers and surfaces tensions or disagreements between operators about what the actual problem is vs. the stated request. • Facilitates resolution of those disagreements directly when within the DSP’s own judgment and relationship reach; escalates to senior operational leaders when the disagreement exceeds the DSP's standing to resolve, or to the DSP's own director when it requires additional organizational weight. • Once a project moves into execution, DSP transitions ownership of any further discussion about the problem or approach to the project team; re-engages substantively only when a project is both critically important and not progressing according to plan, as determined by the accountable Director for that project.. DSP stays connected to the Project Team to understand barriers and impacts to operations for awareness only, and maintain current understanding of evolving workflows. • Once prioritized as a problem by governance, the DSP brings problem statements and customer context to the applicable Experts or solutioning team for initial high-level solutioning, answering clarifying questions about customer needs and operational context during that phase, and bringing customers into the discussion, as appropriate. • Once scoping moves into deeper technical design and execution, identifies the key operators who need to be involved, then largely stands down from solutioning and scoping — remaining engaged only for status updates and stakeholder communication. • Leads problem definition to clarify whether an issue requires a technology fix or an operational fix, and prepares items for governance review and prioritization in partnership with the SVP and requestor. May be present at governance forums to support operations but is not the primary presenter. • May participate in MGT or other operational forums that translate strategic o

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