Build and improve the systems that make great work possible. You’ll own technical quality and workflow design across every AP section; not just maintaining what exists, but actively making it better. That means spotting bottlenecks before they become crises, evaluating equipment, and technology investments with a clear eye toward quality and cost, and driving improvement as a habit rather than a project.
Run Excellent Operations. Specimens should move through each section with the right quality and turnaround time, every day without the need for heroics on the part of our team. You’ll work closely with operations on staffing and scheduling, keep communication flowing between technicians, pathologists, and leadership, and build a lab that catches problems early rather than reacting to them.
Develop managers who develop their people. You’ll lead and mentor section managers, setting clear expectations, delivering honest feedback, and holding people accountable in a way that’s direct without being punitive. The goal isn’t just well-run sections; rather, it’s helping managers grow into strong technical and operational leaders.
Build Training That Works. You’ll own the technical curriculum across all sections, working with our training manager to translate our SOPs and workflows into a training curriculum. That means clear competency standards at each level, hands-on practice that sticks, and smart use of technology where it genuinely accelerates learning.
Own Quality and Compliance. You’ll partner with QA and physician leads to keep our quality systems strong, our scientific rigor uncompromising, and our lab ready for CAP, CLIA, FDA, and NY State inspections at all times. This means modeling the standards you expect, not just signing off on them.
Drive Continuous Improvement. You’ll lead initiatives that reduce manual work, cut variability, and prevent errors before they reach patients. That includes working with our teams to automate the things that don’t need human judgment, freeing your people to focus on the work that does. You’ll build improvement roadmaps, execute them, and more importantly, you’ll help make improvement a reflex, not a special project we get to when things slow down.
Use Data to Make Better Decisions. You’ll track the metrics that matter — quality, turnaround time, rework rates, errors, training completion — and actually use them. That means basing your coaching and decisions on what the numbers show, reading early warning signs before small problems compound, and sharing performance data openly with lab leadership to eliminate surprises.
Collaborate Across Teams. You’ll be the bridge between lab leadership strategy and what actually happens on the bench. That means strong working relationships with pathologists, operations, training, QA, IT, and finance; and a genuine interest in breaking down silos so knowledge and skills move across sections.