Product Operations Manager, Member Experience

About this role

At Clover, the Business Enablement team leads our technological advancement while ensuring robust security and compliance. We deliver user-friendly corporate applications, manage complex data ecosystems, and provide efficient tech solutions across the organization.

Our goal is simple: we make it easy for the business to do what’s right for Clover.

Clover Health's Member Experience organization is the front door to Clover for our Medicare Advantage members. Through our Houston-based service team, we are replacing the transactional, transfer-you-around call center model that seniors have tolerated for decades with a relationship-based one: a dedicated advocate who knows the member, follows their care, and can actually resolve things. We've proven the model works, and we are now investing heavily in the technology — including frontier AI capabilities — that will let us scale it to our full membership.

Our mission is to improve the lives of Medicare Advantage members by making every interaction with Clover feel personal, competent, and resolved.

We are seeking a Product Operations Manager to own the loop between our Houston service floor (Team Leads, Supervisors, and Advocates) and the teams building the technology it runs on.

In this role, you'll work at the intersection of service operations, product delivery, and change management — sitting alongside the advocates, team leads, and supervisors who deliver our member experience every day. You'll be the person who:

• Continuously evaluates the Houston Floor Team’s enabling technologies to determine what is actually broken and how badly.

• Carries that to engineering with the context they need to fix it.

• Ensures the fix lands on the floor instead of quietly going unused.

This is deliberately a proximity role, and much of the job is human rather than technical. A service floor absorbs change constantly — new tooling, new workflows, new AI capabilities — while the phones keep ringing. Whether any of it works depends on whether advocates understand it, trust it, and can get a fix when it breaks. That is what you own. When their tools are good, members get taken care of. When their tools are bad, members feel it on the phone that day. Your work sits directly on that line.

As a Product Operations Manager, Member Experience, you will:

• Embed with the Houston service team, building the direct relationships with advocates, team leads, and supervisors that make honest feedback possible.

• Own the problem statement, its severity, and its timing. When something surfaces on the floor, you define what is actually broken, how much damage it is doing, and when it has to be fixed — grounded in observed impact on advocates and members rather than on who complained loudest.

• Make the triage call and defend it. Sort need-to-have from nice-to-have from backlog, and explain those decisions face to face to the supervisors and managers whose requests didn't make the cut. Your credibility depends on your consistency and on people understanding your reasoning even when they disagree with the outcome.

• Run change management for the floor. Pair every meaningful release with the training, floor-level communication, quick-reference materials, and supervisor enablement that determine whether advocates actually adopt it. A feature nobody uses hasn't shipped.

• Build the floor's capacity to iterate quickly, establishing the feedback loops, pilot cohorts, and advocate champions that let us put a change in front of real users, get structured signal back within days, and fold it into the next iteration.

• Close the loop, every time. Tell people what happened to the thing they raised — whether it shipped, got deprioritized, or is still open. Nothing kills frontline feedback faster than the sense that it disappears.

• Help shape how AI shows up in the member experience, informing where automation genuinely serves the member, where it must hand off to a person, and how an advocate stays in control of the interaction. Getting this boundary right for a senior population is one of the most interesting problems at Clover.

• Develop and track KPIs that measure adoption and impact — feature uptake, task completion, handle time, first-contact resolution, advocate confidence, and member outcomes. If you can't measure it, you can't claim you moved it.

• Turn frontline signal into a roadmap, converting the anecdotes, escalations, and hallway complaints of a busy service floor into a prioritized backlog—and closing the loop back to the people who raised them.

• Collaborate deeply across teams (engineering, product, service operations, workforce management, quality, compliance, and clinical), translating operational reality into requirements and technical constraints into terms a team lead can act on.

Success in this role looks like:

In the first 90 days: You've become a known and trusted presence in Houston, and team leads bring you problems directly rather than routing them through their manager. You can describe an advocate's day end to end — every system they touch, where they wait, and where they work around the tool. You've shipped at least one visible improvement, and the floor knows it came from something they told you.

In the first 6 months: You've replaced initial feedback collection frameworks with a scalable intake, triage, and prioritization process that the floor understands and engineering trusts. Adoption of new features is measured rather than assumed, and you can show it improving. You've built a working iteration loop with a cohort of advocates who test changes before they go wide. You've developed a clear, evidence-backed point of view on where AI belongs in the member interaction and where it doesn't.

In the long term: You've helped build a service organization that absorbs change well — where new capability reaches the floor quickly, gets adopted deliberately, and improves rather than disrupts the work. Technology becomes a reason advocates

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