Role Facts

About Envita Insights

Strategic Role Definition

Role Success Definition

Mission

Why This Role Exists

• Enrollment growth needs one accountable owner, from first contact through enrollment, working to one standard.
• First-contact quality is the single largest determinant of enrollment and patient trust; it cannot be left to chance or personality.
• Marketing spend produces value only when campaigns are matched to what enrolls, and that feedback loop needs an owner who acts on it every week.
• The Remote Call Team, Patient Care Advocates, and Patient Enrollment need a coaching cadence, call audits, certification, and a written playbook.
• GHL automation, nurture cadences, and AI tools can scale quality quickly, but only when they are managed as part of the sales system.

Performance Standard

Key Performance Indicators

The Envita Care Path Conversation Framework

• Approved language. Every conversation uses Envita-approved language, talk tracks, and disclosures reviewed by Compliance, so each patient receives accurate, consistent information no matter who takes the call. Team members do not improvise claims about treatments, outcomes, or timelines.
• Highly organized engagement. Each inquiry moves through defined conversation stages (introduction, discovery, differentiation, recommendation, alignment, and close) and a structured contact and follow-up cadence, with every interaction documented in GHL.
• Strict qualification process. Every prospect is qualified against documented criteria before advancing to the next stage. Prospects who do not meet criteria are not advanced to meet volume; they are respectfully redirected or routed according to standard.
• Structured clinical candidacy review. Candidacy for each care path is determined through a deliberate, documented process built on criteria set and validated by the Physician Team, so that each patient is guided to the care path that genuinely fits. Clinical suitability questions are escalated to the Physician Team, never decided on the phone.
• Highly ethical standards. Every conversation is educator-first and conducted in the patient’s best interest. Pressure tactics, false urgency, and clinical overreach are prohibited, and inappropriate claims are escalated to Compliance.

Authority and Decision Rights

• Set marketing priorities for patient acquisition and present them to the Insights Division Manager as proposed execution plans, with expected volume, cost, and revenue impact. The Insights Division Manager reviews and recommends; Division Leadership gives final approval on all strategy and budgets.
• Direct the execution of approved plans in partnership with the Google Ads Marketing Manager and the GHL Administrator.
• Establish standards, staffing pattern, shift coverage, and management cadence for the Remote Call Team, Patient Care Advocates, and Patient Enrollment.
• Own the operational execution of the Envita Care Path Conversation Framework and require adherence.
• Audit calls, deliver corrective coaching, certify team members, and initiate performance-improvement plans in partnership with Human Resources.
• Propose supporting targets (enrollment volume, inquiry-to-enrollment conversion rate, speed-to-lead, contact rate, qualified progression, CRM compliance, follow-up cadence adherence, handoff timeliness) for review by the Insights Division Manager and approval by Division Leadership.
• Recommend staffing, technology, automation, and AI investments to the Insights Division Manager for Division Leadership’s approval.
• Escalate care-path assignment disputes, clinical suitability concerns, and inappropriate patient claims to the Physician Team and Compliance.

Accountability

SMART Key Performance Objectives

• Business purpose. Deliver compounding revenue and P&L growth from the first month in the seat.
• SMART required outcome. Grow total new revenue and P&L at least 15% over the prior month, every month, compounding, beginning with the first full month. Track enrollment volume and inquiry-to-enrollment conversion rate as two separate expectations: new enrollments accepted for care against an approved monthly volume target, and conversion rate against the baseline established in KPO 2, with both targets proposed by the Revenue Growth Manager and approved by Division Leadership. Report results weekly to the Insights Division Manager with the drivers behind them, for inclusion in official reports for Division Leadership’s review.

• Monthly total new revenue and P&L each meet or exceed +15% over the prior month.
• New enrollments accepted for care meet the approved monthly volume target, reported by source, team, and team member.
• Inquiry-to-enrollment conversion rate improves against the KPO 2 baseline and is reported separately from volume, so growth driven by more leads can be distinguished from growth driven by better conversion.
• Weekly reporting shows new revenue and enrollments by source, team, and team member, with leading indicators trending in the right direction.
• Any month below standard is explained within the first week of the following month, with a corrective plan already in motion.
• Required collaboration. The Strategy & Insights Analyst validates the revenue and enrollment data; the GHL Administrator maintains pipeline tracking.
• Boundary protection. Growth is never pursued through pressure tactics, false urgency, or clinical overreach. Revenue from enrollments that are refunded, cancelled, or not accepted for care does not count toward the standard. Pricing, discounts, and refund or cancellation exceptions follow approved policy and may not be used to reach the standard.

• Business purpose. Know exactly where enrollments are won and lost before the first month closes.
• SMART required outcome. Within the first 10 business days, complete a funnel diagnostic covering lead sources and spend, speed-to-lead, contact rate, qualified progression, advocate conversations, enrollment rate, CRM completeness, and handoff quality, and present to the Insights Division Manager a documented baseline, root-cause findings for the largest drop-off points, and a prioritized improvement plan for the top three growth levers.

• Every funnel metric has a documented definition, data source, current baseline, and named owner.
• Root-cause findings for each major drop-off point are documented and supported by call recordings, CRM records, and source data rather than opinion.
• The improvement plan ranks the top three levers by expected revenue impact, with a named owner, completion date, and success measure for each, and actions are underway before the first month closes.
• Progress on each lever is reported against the documented baseline at 30, 60, and 90 days.
• Required collaboration. The Strategy & Insights Analyst validates data; the GHL Administrator provides CRM data; the Google Ads Marketing Manager provides source and spend data.

• Business purpose. Ensure every lead is reached fast and worked to a defined cadence as the Remote Call Team scales.
• SMART required outcome. Within 30 days, and working through the Remote Call Team Manager, implement SLAs and SOPs for speed-to-lead, contact rate, and qualified progression, with real-time visibility in GHL and a documented corrective-action rule for missed SLAs. By day 60, show measurable improvement over the KPO 2 baseline in CRM compliance and follow-up cadence adherence.

• Speed-to-lead, contact rate, and qualified progression are measured and trended weekly.
• No qualified lead exceeds the contact-attempt cadence without a named owner.
• CRM compliance (required fields, dispositions, and next steps logged in GHL for every interaction) is audited weekly and shows measurable improvement over baseline by day 60.
• Follow-up cadence adherence (the share of leads receiving every required contact attempt on schedule) shows measurable improvement over baseline by day 60 and holds as lead volume grows.
• Required collaboration. The Remote Call Team Manager owns daily execution; the GHL Administrator builds cadences and automation.
• Boundary protection. Administration of the GHL platform remains with the GHL Administrator.

• Business purpose. Make every conversation consistent, measurable, and built to enroll the right patients.
• SMART required outcome. Within 30 days, deploy the Care Path Conversation Framework as the team standard, with a call-audit rubric, weekly coaching, and a certification every team member must pass before independent phone work.

• 100% of team members are certified against the Framework within 30 days. Certification requires demonstrated competency on a live or recorded call scored against the audit rubric, not only completion of training.
• Weekly call audits are completed and coaching is documented.
• Call-audit scores improve against each team member’s first-audit baseline, and coached behaviors are visible in subsequent audits.
• Coaching effectiveness shows up in results: team members on a coaching plan improve in contact quality, qualified progression, or conversion within the agreed period.
• Required collaboration. The Physician Team validates care-path criteria; Compliance reviews dialogue and disclosure; Human Resources governs training records.
• Boundary protection. The Framework does not modify clinical suitability criteria; those changes require the Physician Team.

• Business purpose. Direct marketing toward the sources and care paths that actually enroll.
• SMART required outcome. Within the first 14 days, present the first marketing priority plan to the Insights Division Manager for review and Division Leadership’s approval, covering target patients, channel priorities, a budget recommendation, and cost per enrolled patient by source based on verified source attribution. Update it monthly.

• Every campaign is tracked from lead to enrollment, with cost per enrolled patient reported by source.
• Source attribution is verified with the Strategy & Insights Analyst and reconciled against CRM enrollment records; the share of enrollments without verified attribution is reported monthly and reduced over time.
• Underperforming sources are adjusted, paused, or reallocated within the month.
• Required collaboration. The Google Ads Marketing Manager executes paid campaigns; the GHL Administrator builds nurture cadences and tracking; the Insights Division Manager reviews plans and budget; Division Leadership approves them.
• Boundary protection. The role proposes priorities and budget; it does not approve budget or administer the advertising and CRM platforms.

• Business purpose. Ensure every enrolled patient reaches the Patient Care Specialist with the context needed for a smooth transition to the Physician Team.
• SMART required outcome. Within 30 days, implement a standardized handoff with required data fields, care-path rationale, patient goals and barriers, a required delivery timeframe after enrollment, and an acceptance standard agreed with the Patient Care Specialist and the Insights Division Manager.

• At least 95% of handoffs meet the required-data standard for accuracy and completeness by the end of the second month, verified by audit.
• Handoffs are delivered within the agreed timeframe after enrollment, and timeliness is measured monthly.
• Handoff acceptance by the Patient Care Specialist is measured monthly; returned or incomplete handoffs are logged by reason, and recurring causes are corrected.
• Boundary protection. The role is accountable for enrollment and handoff quality, not for clinical decisions or care outcomes.

Core Responsibilities

• Grow total new revenue and P&L at least 15% month-over-month, compounding.
• Own end-to-end performance of the Remote Call Team, Patient Care Advocates, and Patient Enrollment.
• Set marketing priorities and present proposed execution plans to the Insights Division Manager.
• Partner with the Google Ads Marketing Manager and GHL Administrator to execute approved plans and measure results.
• Operationalize the Care Path Conversation Framework and audit its execution.
• Coach, audit, certify, and manage underperformance through the coaching-to-PIP pipeline.
• Own nurture cadences and lost-lead reactivation, built and automated in GHL.
• Design and manage the enrollment handoff to the Patient Care Specialist.
• Escalate clinical suitability concerns, patient complaints, and inappropriate claims through the correct authority.

Role Boundaries

Reporting Posture

Coaching-to-PIP Pipeline

• Coaching cadence. Weekly one-on-ones with each direct report, documented and logged in ADP; documented coaching notes; a skill-development plan for each team member, updated monthly. Weekly team performance is documented in ADP and compiled into official reports for Division Leadership’s review.
• Evidence collection. Call recordings, CRM records, scorecards, and outcome data gathered continuously.
• Progressive corrective action. Verbal coaching, then a written coaching plan, a written warning, and a Performance Improvement Plan with defined targets, timeline, and weekly check-ins.
• PIP outcomes. Return to standing, extension with documented cause, or separation with documented cause. No indefinite PIPs.

First 30 Days

• Observe live calls across the Remote Call Team, Patient Care Advocates, and Patient Enrollment.
• Review campaigns, sources, spend, and CRM data with the Google Ads Marketing Manager, GHL Administrator, and Strategy & Insights Analyst.
• Meet the Patient Care Specialist, Physician Team, and Compliance on handoff expectations, care-path criteria, and dialogue standards.

• Complete the funnel diagnostic and present the documented baseline, root-cause findings, and prioritized improvement plan to the Insights Division Manager.
• Present the first marketing priority plan to the Insights Division Manager for review and Division Leadership’s approval.
• Put the first speed-to-lead and contact-rate fixes in place.

• Deploy the Care Path Conversation Framework and complete team certification.
• Activate Remote Call Team SLAs and published weekly scorecards.
• Activate the handoff standard with the Patient Care Specialist.
• Close the first month with new revenue and P&L results reported against the +15% minimum standard.

Within 60 Days

• Every month at or above the +15% minimum standard for total new revenue and P&L.
• Consistent coaching and management routines, with weekly 1:1s documented in ADP and call-audit scores trending upward against each team member’s first audit.
• Measured improvement against the KPO 2 baseline in the top three funnel bottlenecks, CRM compliance, and follow-up cadence adherence.
• At least 95% of handoffs meeting the required-data standard, delivered on time, with returned handoffs logged by reason and recurring causes fixed.

Within 90 Days

• Measurable improvement against the KPO 2 baseline in the top three growth levers, inquiry-to-enrollment conversion rate, CRM compliance, follow-up cadence adherence, and handoff quality, documented in a written 90-day operating review presented to the Insights Division Manager.
• Documentation of which initiatives produced results: for each initiative, the metric it targeted, the change measured against baseline, and a decision to scale, adjust, or stop it, including what did not work.
• Enrollment volume and inquiry-to-enrollment conversion rate each reported against their approved targets.
• Cost per enrolled patient by source reported on verified attribution, with the results of any budget reallocations documented.
• Evidence of team capability for every team member: certification records, call-audit score trends, and coaching outcomes.
• SOPs, SLAs, scorecards, and the handoff standard written, in use, and audited, so the operation runs to standard without depending on the manager’s personal involvement.
• A forward-looking growth plan, built on the 90-day results, that sets ranked priorities, assigns a named owner to each initiative, and states expected outcomes with target metrics and timelines, covering channel priorities, automation opportunities, and operational improvements, submitted through the Insights Division Manager for Division Leadership’s final approval.
• Sustained revenue and P&L growth with a reliable, patient-centered experience across teams.

Exceptional Success at 12 Months

• Compounding revenue and P&L growth is supported by clear operating processes, accurate reporting, effective coaching, and transparent marketing attribution.
• The teams respond promptly, educate patients responsibly, and execute strong handoffs to the Patient Care Specialist.
• Marketing investment is routinely assessed against new revenue and cost per enrolled patient rather than traffic or clicks.

Core Competency Profile

Targeted Candidate Profile

• Sales Manager or Inside Sales Manager at a high-touch, consultative healthcare or wellness business with an inbound and outbound phone motion.
• Patient Access, Admissions, or Enrollment Manager at a specialty medicine business with documented conversion growth.
• Growth or Demand Generation Manager who has also run a phone-based enrollment or sales team.

• Documented ownership of revenue or enrollment targets, including measurable results, time periods, and the candidate’s direct contribution.
• Experience leading inbound and outbound phone-based enrollment or consultative sales teams, including direct reports and supervision through team leads or managers.
• A track record of improving conversion and team performance through coaching, call quality, documented workflows, and CRM discipline.
• Demonstrated ability to connect marketing sources and spend to completed enrollments, revenue, and acquisition efficiency.

What Sets Exceptional Performers Apart