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Revenue Growth Manager in Scottsdale, Arizona at Envita Medical Centers LLC
Job Description
ENVITA INSIGHTS DIVISION
Revenue Growth Manager
Performance-Based Hiring Profile
Patient enrollment, patient advocacy, and remote call team leadership for Envita Insights, graded on total new revenue and P&L growth from the first month.
Field | Definition |
Location | Scottsdale, Arizona | Full-Time | On-Site |
Reports to | Insights Division Manager |
Division scope | Envita Insights: first contact through enrollment and handoff to the Patient Care Specialist |
Direct reports | Patient Enrollment Specialist; Patient Care Advocates; Remote Call Team Manager |
Frontline teams | Remote Call Team (through the Remote Call Team Manager); Patient Care Advocates; Patient Enrollment |
Key partners | Google Ads Marketing Manager; GHL Administrator; Strategy & Insights Analyst; Patient Care Specialist; Physician Team |
Graded metric | Total new revenue and P&L growth, with a baseline minimum standard of +15% month-over-month, compounding, from the first month |
Experience gate | A proven record of growing sales revenue or enrollment month-over-month as the leader of an inbound and outbound phone team, with hands-on fluency in digital lead generation and CRM |
Envita Insights supports the patient inquiry, education, and enrollment experience. Our teams help prospective patients navigate next steps with clarity, compassion, and accurate information. We seek growth that is measurable, ethical, and aligned with a patient-centered approach.
The Revenue Growth Manager leads the operational performance of the Envita Insights patient engagement and enrollment funnel, from initial inquiry through enrollment and handoff to the Patient Care Specialist, with subsequent coordination with the Physician Team. This leader provides direct and indirect oversight of the Remote Call Team, Patient Care Advocates, and Patient Enrollment functions, developing team capability, improving conversion performance, strengthening CRM execution, and connecting marketing investment to measurable enrollment outcomes. Success requires hands-on leadership, analytical discipline, effective coaching, and a commitment to ethical, patient-centered communication.
This is a seat for a proven operator who produces results from the first month, not a builder who needs a year to find their footing. The role sets marketing priorities and brings them to the Insights Division Manager as proposed execution plans for review and Division Leadership’s final approval, partners with the Google Ads Marketing Manager and GHL Administrator to carry them out, and is graded above all else on total new revenue and P&L growth.
A successful Revenue Growth Manager builds a repeatable, measurable enrollment operation that delivers month-over-month growth in total new revenue and P&L, increases the speed and quality of follow-up, develops team capability, and creates consistent handoffs to the Patient Care Specialist while protecting patient trust.
Mission Grow total new revenue and P&L at least 15% month-over-month, compounding, starting in the first month, by leading a disciplined, educator-led sales and enrollment team that receives every inquiry with warmth and structure, guides each patient to the right care path with integrity, and hands off cleanly to the Patient Care Specialist. |
- 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.
Graded metrics: total new revenue and P&L growth Total new revenue and P&L must each grow at least 15% month-over-month, compounding, measured against the prior month and beginning with the first full month in the seat. This is the baseline minimum standard, not a stretch target. New revenue is measured net of refunds and cancellations within the window approved by Division Leadership. Every other metric in this profile exists to support it. |
Supporting indicators are reviewed weekly: speed-to-lead, contact rate, qualified progression, new enrollments, advocate-to-enrollment conversion, revenue per enrollment, refund and cancellation rates, cost per enrolled patient by source, CRM completeness, and handoff acceptance by the Patient Care Specialist.
Measure | Definition / Application |
Total new revenue and P&L | Graded outcome; tracked monthly against the +15% month-over-month minimum standard, net of refunds and cancellations. |
New enrollments | Number of newly enrolled patients accepted for care, by source, team, and team member. |
Inquiry-to-enrollment conversion rate | Share of inquiries that result in an enrollment accepted for care, by source, team, and team member; tracked separately from enrollment volume. |
Speed-to-lead | Time from patient inquiry to initial outreach. |
Contact rate | Percentage of inquiries resulting in successful contact. |
Qualified progression | Movement of qualified prospective patients through the enrollment stages. |
CRM compliance | Share of interactions with required fields, dispositions, and next steps logged in GHL, audited weekly. |
Follow-up cadence adherence | Share of leads receiving every required contact attempt on schedule. |
Revenue per enrollment | Average new revenue per enrolled patient, by care path and source. |
Refund and cancellation rates | Refunds and cancellations as a share of new revenue, by source and reason. |
Cost per enrolled patient by source | Source-level marketing spend divided by enrolled patients accepted for care, based on verified source attribution. |
Handoff quality | Completeness, accuracy, timeliness, and acceptance of handoffs to the Patient Care Specialist. |
Team coaching adoption | Completion of certification, call audits, SLAs, scorecards, and weekly 1:1s documented in ADP, and effectiveness measured by call-audit score improvement and results for team members on coaching plans. |
Definition The Envita Care Path Conversation Framework is Envita Insights’ standard workflow for prospective patient engagement and new patient intake. It governs every conversation from first inquiry through enrollment and handoff to the Patient Care Specialist, and defines how the Remote Call Team, Patient Care Advocates, and Patient Enrollment speak with, qualify, and guide each prospective patient. |
The Framework is built on five components, each of which is required on every call:
- 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.
Certification against the Framework is required before any team member works the phones independently, and adherence is measured through weekly call audits and scorecards. The Revenue Growth Manager owns the Framework’s operational execution; the Physician Team owns care-path and candidacy criteria; Compliance owns approved language and disclosure.
- 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.
Authoritative accountability The Revenue Growth Manager is accountable for total new revenue and P&L growth; for the operational performance of the Remote Call Team, Patient Care Advocates, and Patient Enrollment; for the quality and results of marketing priorities; for the reliability of the handoff to the Patient Care Specialist; and for the integrity of every patient conversation. Clinical authority for suitability and clinical judgment is retained by the Physician Team. |
- 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.
Evidence of success
- 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.
Evidence of success
- 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.
Evidence of success
- 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.
Evidence of success
- 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.
Evidence of success
- 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.
Evidence of success
- 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.
- 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.
The role owns | The role coordinates with | The role does not own |
• Total new revenue and P&L growth • Remote Call Team performance (through the Remote Call Team Manager) • Patient Care Advocate team • Patient Enrollment • Care Path Conversation Framework execution • Speed-to-lead, contact rate, qualified progression • Coaching, call audits, certification • Marketing priority plan and source-quality feedback • Handoff to the Patient Care Specialist | • Insights Division Manager on priorities, budget, and targets (final approval by Division Leadership) • Google Ads Marketing Manager on paid campaign execution • GHL Administrator on CRM, automation, and nurture cadences • Strategy & Insights Analyst on funnel definitions, attribution, and reporting • Patient Care Specialist on handoff acceptance; Physician Team on care-path criteria • Compliance on dialogue and disclosure • Human Resources on training and coaching-to-PIP | • Strategy, budget, and pricing approval (Division Leadership) • Paid media platform and campaign build (Google Ads Marketing Manager) • CRM and GHL platform administration (GHL Administrator) • Clinical judgment or care delivery (Physician Team) • Compensation architecture or HR policy (Human Resources) • Legal interpretation or contract signature authority |
Line | Owner |
Primary reporting | Insights Division Manager (strategy and budget approval by Division Leadership) |
Consultative | Google Ads Marketing Manager (campaign execution); GHL Administrator (CRM, automation); Strategy & Insights Analyst (measurement, attribution); Patient Care Specialist (handoff); Physician Team (care-path criteria); Compliance (dialogue, disclosure); Human Resources (training, coaching-to-PIP) |
Clinical authority | Consulted on care-path criteria and clinical suitability escalation; clinical judgment is retained by the Physician Team. |
The role runs an evidence-based coaching and corrective-action pipeline for every direct report and frontline team member, documented and calibrated with Human Resources.
- 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.
This role is expected to produce from the first month. The first 30 days are about speed: diagnose fast, act on the biggest levers immediately, and have the full system running by day 30.
Week 1: Diagnose
- 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.
Week 2: Act on the biggest levers
- 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.
Weeks 3–4: Install the system
- 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.
- 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.
- 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.
- 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.
Competency | What it means for this seat |
Immediate impact | Diagnoses a sales operation in days, finds the biggest levers, and moves the number in the first month. |
Sales organization & structure | Has built or run a structured, measurable phone-based sales operation. Fluent in funnel definition, stage discipline, SLAs, call-quality standards, and pipeline hygiene. |
Conversation coaching | Builds and coaches conversation frameworks: introduction, discovery, differentiation, recommendation, alignment, close. Trains talk tracks and objection handling. |
Persuasion with ethics | Uses persuasion in the service of the patient's best interest. Will not tolerate pressure tactics, false urgency, or clinical overreach, even under an aggressive growth standard. |
Management depth | Runs a real management system, including coaching cadence, call audits, scorecards, certification, and documented corrective action. Manages through a team lead as well as directly. |
Marketing & demand generation | Reads campaign and source data, sets priorities by enrollment rather than lead volume, and writes clear execution plans for others to carry out. |
Technology & CRM | Fluent CRM operator, ideally with GoHighLevel. Uses automation and AI to strengthen the conversation, not replace it. |
Analytics fluency | Can define a funnel, a speed-to-lead measure, and cost per enrolled patient from a blank page, and use them to make decisions. |
Prior roles that predict success
- 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.
Demonstrated Qualifications
- 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.
Exceptional performers can explain the specific actions behind prior revenue and conversion growth, develop the people doing the work, translate data into practical marketing decisions, and preserve a respectful patient experience even while driving demanding business goals.
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