Director, Finance Strategy & Operations

At Commure, we're building the AI Operating System for healthcare, the foundation that defines how care is delivered, documented, and financed. Our platform spans the full care journey: Ambient AI and Dictation eliminating documentation burden at the point of care, intelligent Agents automating patient and revenue workflows, and autonomous RCM processing billions in claims, all on a single AI-native platform integrated with 60+ EHRs.

Healthcare carries a $1 trillion administrative burden and we're at the center of transforming it. Today, 500,000+ clinicians across 500+ healthcare organizations nationwide trust Commure to handle $25B+ in annual claims and support over 200 million patient interactions. Our latest $70M raise at a $7B valuation reflects the confidence the market has placed in this mission. We've also been named to the Fortune Future 50 list and the 2026 AI Breakthrough Awards for “Overall NLP Company of the Year.”

Our team works directly alongside clinicians, not through layers of process, which means the gap between what you build and its impact on patient care is immediate. We move fast, deploy daily, and take full ownership from early thinking to production. If you're energized by hard problems, high stakes, and a team that holds itself to a high bar, you'll find your people here.

The future of healthcare is being built right now. Come deliver this transformation.

We're hiring a Director, Finance Strategy & Operations to be the connective tissue of the finance organization and the DRI for the cross-functional programs that make finance work with the rest of the business. This is not a forecasting seat and not an accounting seat. It is a process, technology, and alignment seat: when we need to stand up quote-to-cash, build a customer data cube, redesign the planning calendar, or integrate an acquisition's finance stack, this is the person who owns the outcome, wrangles every team involved, and drives it to done. You’ll work directly with the most senior leaders of the company and drive the change that will enable this company to grow past $1B, helping a pre-IPO healthcare technology finance team that is building its infrastructure for scale. Critically, you'll also be a force multiplier for how finance adopts AI and LLM tooling in its own processes.

• Own Cross-Functional Finance Programs End-to-End: Serve as the directly responsible individual for multi-team initiatives spanning finance, revenue operations, engineering, legal, people, and product (e.g., quote-to-cash, customer and contract data cube, planning-to-close handoffs, M&A finance integration). Set scope, define success, sequence the work, and own the result.

• Delegate Without Losing Accountability: Break programs into workstreams, assign them to the right owners across the org, run the cadence that keeps them moving, and personally unblock what stalls. You keep the whole picture even when you aren't doing every piece.

• Build Strategic Alignment with the Business: Translate between finance and operators. Get sales, product, engineering, and corporate leaders to agree on definitions, owners, and timelines, and make sure finance processes reflect how the business actually runs rather than how finance wishes it ran.

• Operate in a High-Visibility Seat: Your core stakeholders are the Head of FP&A, the Head of Finance, the Chief Legal & Corporate Officer, and the CEO. Expect to brief executives directly, frame the decisions they need to make, and be the face of finance on the programs you own.

• Design Processes and the Systems Behind Them: Map current-state processes, design future state, and partner with Business Systems, Engineering, and vendors to implement. Own the finance-side requirements and acceptance for tools across the stack (NetSuite, Salesforce, planning platforms, data warehouse, internal tooling).

• Take Any Project and Run With It: Act as the jack-of-all-trades the finance leadership team can hand an ambiguous, high-priority problem to with confidence that it will get structured, staffed, and finished.

• Drive AI & Automation Into Finance Processes: Identify where LLM and automation tooling removes manual steps in the processes you own, pilot them, and institutionalize what works. Partner with the AI & Technology Finance lead on standards and governance.

• Prepare the Finance Org for Scale: Document processes, controls, and ownership so that finance can grow toward IPO-readiness without linear headcount growth.

• Day-to-day: Run program standups and workstream check-ins; unblock owners; draft requirements, decision memos, and process maps; field cross-functional questions that don't have an obvious home in finance.

• Week-to-week: Steering meetings with program stakeholders; status and risk updates to finance leadership; alignment sessions with RevOps, Business Systems, Engineering, Legal, and People; review of in-flight system changes and their finance impact.

• Month-to-month: Program milestone reviews; retrospectives on the close and forecast cycles with recommendations for process fixes; operating rhythm updates (calendar, OKR progress, decision log); AI/automation pilot reporting.

• Quarterly & annual: Launch and land major programs; refresh the finance process and systems roadmap; coordinate the annual planning calendar across finance and the business; prepare finance-org readiness assessments (controls, documentation, audit, IPO).

• Programs Actually Finish: Cross-functional finance initiatives that historically stalled between teams get a single owner and ship.

• Finance and the Business Speak One Language: Shared definitions, owners, and timelines for the data and processes that connect the P&L to the operating reality (customers, contracts, sites, usage, headcount).

• Leverage for Finance Leadership: The Head of Finance and Head of FP&A get back the hours they currently spend coordinating, and gain a trusted operator who can represent finance in any room.

• Scalable Infrastructure: Process, systems, and governance that hold up through audit, diligence, and public-company readiness.

• A More Automated Finance Org: Measurable reduction in manual steps across the processes you own, with AI and automation embedded where it earns its place.

• 8+ years across FP&A, strategic finance, business operations, finance transformation, consulting, and/or chief-of-staff roles, with a tour of duty in a high-growth, unstructured environment

• A track record as the DRI on large cross-functional programs (e.g., quote-to-cash, ERP or planning-platform implementations, data warehouse or reporting builds, M&A integration) that you drove to completion through people who did not report to you

• Strong process orientation: you instinctively map current state, define future state, assign owners, and set a cadence

• Fluency across the finance stack and the business systems that feed it (NetSuite, Salesforce, planning platforms such as Pigment/Anaplan/Adaptive, data warehouses, internal tooling); comfort writing requirements and acceptance criteria for engineers and vendors

• Enough finance and accounting literacy to understand what the close, the forecast, revenue recognition, and the board deck need from a process, without needing to own the numbers yourself

• Hands-on LLM literacy (e.g., Claude Cowork & Code) and a point of view on applying AI to finance operations

• Excellent written and verbal communication; able to run a steering meeting with VPs, write a one-page decision memo, and brief the CFO in two minutes

• Low ego, high ownership; comfortable being accountable for outcomes you don't fully control

• Familiarity with SQL and low/no-code dashboarding tools (e.g., Retool, Looker) is a plus

• Experience in healthcare SaaS, pre-IPO environments, M&A integration, and/or program management certification (PMP, Lean/Six Sigma) is a plus

Please be aware that all official communication from us will come exclusively from email addresses ending in @commure.com. Any emails from other domains are not affiliated with our organization.

Employees will act in accordance with the organization’s information security policies, to include but not limited to protecting assets from unauthorized access, disclosure, modification, destruction or interference nor execute particular security processes or activities. Employees will report to the information security office any confirmed or potential events or other risks to the organization. Employees will be required to attest to these requirements upon hire and on an annual basis.