Chief Product Officer (CPO)

About Allia Health Group

Allia Health Group (AHG) is building a vertically integrated digital health platform — connecting compounding pharmacy, women's and men's telehealth, a provider-facing electronic health record, and an AI-and-data infrastructure layer into a single, coordinated patient experience. Our portfolio spans a 503A compounding pharmacy, two direct-to-consumer telehealth brands, and a provider-network EHR launching in 2026, all sharing a common goal: deliver personalized, outcomes-driven care beyond the limits of the traditional healthcare model.

We are assembling a senior leadership team to scale that platform. We are looking for a Chief Product Officer to define and lead the product strategy that turns a collection of strong businesses into one connected, durable healthcare system.

The Opportunity

This is AHG's first dedicated product executive. You will build and lead the product discipline across the company: what we build, for whom, why, and in what order — across every brand and surface. That means consumer direct-to-consumer subscription products in women's and men's telehealth, a provider-facing electronic health record launching this year, a clinical layer on top of a compounding pharmacy, and the shared patient platform that connects them. It is a deliberately broad mandate, and the breadth is the point.

The role is defined by a clear division of decision rights with our Chief Technology Officer. The CTO owns supply — architecture, engineering, data infrastructure, security, reliability, and delivery. The CPO owns demand — the user problems worth solving, the product strategy, the roadmap and its priority order, the discovery work that validates what gets built, and the outcomes the product is accountable for. The two roles are peers at the executive table, reporting to the CEO. Neither stacks under the other.

If you are the kind of product leader who is energized by building a function from the ground up — installing discovery, design, and product analytics as disciplines, growing a high-potential product team, and being personally accountable for whether real patients and providers actually use and value what we ship — this is a rare mandate.

AI is central to this role, not adjacent to it. Our CTO is investing heavily in AHG's AI and data platform — models, ML pipelines, automation, and safety infrastructure. We are looking for a CPO who is the demand-side counterpart to that investment: an AI-native product leader who decides which AI capabilities become real products for patients and clinicians, designs them to earn trust, and runs the product organization itself with AI woven into how the team discovers, prototypes, researches, and measures. You will not be selling AI to a skeptical company — you will be partnering with a technology org that is already all-in, and giving that capability a product and a purpose.

How the Role Works

AHG operates as a multi-entity platform. Each business unit is led by its own CEO who owns that unit's P\&L. The CPO leads the product function as a shared, enterprise-wide capability that every business consumes — setting product standards, methods, and talent for the whole company, while owning end-to-end product for the shared patient platform and the new provider EHR directly.

• Direct ownership: the shared cross-brand patient platform, the provider-network EHR product, the company's product discovery / design / research / analytics disciplines, and the product talent function.

• Partnership ownership: business-unit roadmaps are set in close partnership with each BU's leadership. You are the executive who brings product rigor, evidence, and prioritization to those conversations — and the executive BU leaders escalate product and UX problems to.

• Influence over authority: you will succeed here by being the most trusted voice on what's worth building, not by command. The mandate is real, but it is earned through evidence, outcomes, and partnership.

• Stays with the CTO (not this role): the data warehouse and business intelligence, cloud and platform architecture, security and SOC 2, ERP and infrastructure vendors, engineering delivery, and the AI/ML platform and its safety infrastructure. The CPO sets the demand on these systems — what they must enable and why — while the CTO owns how they are built and run.

Key ResponsibilitiesProduct strategy \& portfolio prioritization

• Own a product strategy for each business and for the portfolio — a distinct artifact from the technology roadmap that states, for each area: the user problem, the hypothesis, the outcome we are trying to move, and what we are deliberately not doing.

• Prioritize across the portfolio through a product lens, not a bandwidth lens — deciding how finite product and engineering capacity is allocated across competing opportunities based on value, not on who asks loudest.

• Champion a “connected system over isolated products” approach: a unified patient identity and experience across brands, rather than four disconnected silos.

Product discovery \& evidence

• Install product discovery as a standard: continuous customer and provider interviews, prototype and usability testing, and validated problem definition before significant build begins.

• Require that major initiatives carry discovery artifacts — interview findings, an explicit hypothesis, and the metric that will tell us we were right or wrong — and make those artifacts drive what gets prioritized.

Design, user research \& quality

• Build the product design, user research, and design-system disciplines AHG needs — accessibility standards, interaction patterns, and a consistent quality bar across every brand and the EHR.

• Be the executive accountable for whether the product is genuinely usable by the humans who use it — patients, providers, and pharmacists — and the advocate for the user when speed and shipping pressure compete with quality.

Outcomes \& product analytics

• Own outcome metrics, not output metrics: subscription retention and activation in the consumer telehealth brands, provider activation and retention on the EHR, medication adherence in the pharmacy programs, and patient experience (e.g., NPS) across the platform.

• Stand up product analytics as a discipline distinct from business intelligence — event-level instrumentation, cohort and funnel analysis, and experimentation that lets a product manager find a drop-off and ship a fix against it.

Healthcare product leadership

• EHR / provider experience: ensure the provider workflow is mapped, observed, and prototyped before production screens are built; reducing clinician cognitive burden is the single biggest determinant of adoption. Own the provider activation funnel end to end.

• Clinical AI as product: set strategy for AI features that touch patients and clinicians — including an ambient documentation / scribing strategy for the EHR — partnering with the CTO, who owns the AI platform and safety infrastructure. You decide what AI ships to users and hold the line when something isn't ready, even if it is technically deployable.

• Chronic-care platform layer: design the clinical-engagement layer (adherence, side-effect management, dose support) that turns medication fulfillment into a durable chronic-disease management experience.

• Platform \& interoperability: own the strategic product decision of whether AHG becomes one connected, multi-brand patient experience or stays a set of separate products — and ensure the shared platform and EHR are designed API-first, with a standards-based (HL7 / FHIR) encounter layer open enough to integrate external pharmacy, lab, imaging, and ambient-AI services rather than a closed system.

• Regulated by design: partner with Compliance and Clinical so that product decisions respect HIPAA, telehealth, FDA, and clinical-safety requirements from the start, not as an afterthought.

An AI-first product organization

• AI in the product: treat AI as a core design surface, not a bolt-on feature — set the strategy for the AI capabilities that touch patients and providers (triage and coaching assistants, ambient documentation, adherence and follow-up agents, decision support), partnering with the CTO who owns the underlying AI/ML platform and safety infrastructure.

• Agentic AI with proportionate oversight: match the level of human oversight to the cost of a mistake — autonomous with audit logging for low-stakes, high-volume tasks; human-in-the-loop for medium-stakes; mandatory clinician review and accountability for anything liability-bearing. You decide what AI ships to users and hold the line when something isn't ready, even if it is technically deployable.

• An AI-native team: run the product function itself with AI built into how the team works — AI-assisted user-research synthesis, rapid prototyping, competitive and market analysis, PRD and spec drafting, and product-analytics querying — so a small product team operates with outsized leverage. We want a leader who raises the bar on what AI-augmented product work looks like and hires people who think the same way.

• Trustworthy by design: ensure AI features show their reasoning, expose confidence, and always leave a clear human override — in regulated healthcare this is a trust and liability standard, not a preference.

Team \& cross-functional leadership

• Build the product organization — hiring, leveling, and career paths for product managers, designers, and researchers, and developing existing high-potential product talent into senior leaders.

• Partner deeply with the CTO and engineering to co-own delivery of the core platform, data products, and AI-enabled systems — product owns what and why; engineering owns how.

• Serve as the bridge between the executive team and the product organization, translating company strategy into a roadmap and reporting on outcomes at the board level.

What Success Looks Like (First 12 Months)

• A documented product strategy exists for each business and the portfolio, distinct from the tech roadmap, and is driving prioritization decisions.

• Discovery, design, user research, and product analytics exist as functioning disciplines — with the right early hires in place — not as ad-hoc activities.

• The provider EHR has a mapped clinical workflow, a decided ambient-AI strategy, and a measured provider activation funnel before — or at — launch.

• Outcome metrics (retention, provider activation, adherence, NPS) are instrumented, visible to leadership, and owned by Product.

• Business-unit leaders treat the CPO as the trusted partner they negotiate roadmap with and escalate product problems to.

Ideal Candidate ProfileExperience

• 12\+ years in product, with 5\+ years in an executive product role (CPO, SVP/VP of Product, or equivalent) at a digital health, healthtech, regulated-SaaS, or enterprise-technology company.

• A track record of building and scaling multi-product or platform-based ecosystems — not managing a single product line.

• Direct experience in a regulated environment (healthcare strongly preferred; fintech or similarly regulated industries considered), including HIPAA, telehealth, FDA, or clinical-safety contexts.

• Range across both of AHG's product worlds: consumer DTC subscription product (acquisition, activation, retention economics) AND provider- or clinical-facing product (clinical workflow, provider adoption). Deep expertise in one is required; credible, demonstrated range into the other is essential — this role cannot be filled by a single-surface specialist.

• A proven partnership with a CTO/engineering leadership to bring complex products to market, with a clear, healthy demand-vs-supply working model.

• Experience standing up product discovery, design, user research, and product analytics as disciplines — having built the function, not just inherited it.

• Demonstrated experience shipping AI-powered product features — ideally including LLM and agentic-AI use cases — with a clear point of view on oversight, safety, and trust in a high-stakes or regulated setting.

Skills \& attributes

• A strategic thinker who turns vision into evidence-based, prioritized roadmaps — and who says “no” well.

• Deep product-led-growth and outcomes orientation; fluent in retention, activation, cohort, and funnel analysis.

• A builder's instinct for design and user research quality, with the judgment to hold a quality bar under shipping pressure.

• An influence-first operator comfortable leading a shared function across autonomous business units without relying on positional authority.

• AI-native in how you work and lead — you use AI tools fluently across discovery, prototyping, research, and analysis, and you expect your team to; you are energized, not threatened, by a technology org going all-in on AI.

• Strong business and commercial acumen — able to tie product investment to revenue, margin, and enterprise value, and to make that case to the board.

• Excellent communication and executive presence; calm and clarifying in ambiguity and high growth.

Why Join AHG

• Found the function. You will be AHG's first product executive, with the mandate to define how product is done across the company.

• Real stakes, real users. Your work directly shapes patient and provider outcomes across pharmacy, telehealth, and a new EHR.

• A clear seat. A defined demand-vs-supply partnership with a strong CTO, and a direct line to the CEO and board.

• AI-forward, with a real platform behind it. Partner with a technology organization investing heavily in AI and data infrastructure — and own the product side of turning that capability into things patients and clinicians actually trust and use.

• Platform-level impact. Decide whether AHG becomes one connected patient experience or stays four silos — one of the most consequential product calls in the company's next five years.

Allia Health Group is an equal-opportunity employer. We evaluate all qualified applicants without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, or any other protected characteristic.