Future Vision:

LifeLoop will continue to evolve as a business with deep expertise in Community Operations, Resident Engagement and eventually Healthcare Operations, all playing a major part in value creation for customers. Home Care is the newest of these service lines and the company's most significant near-term expansion of addressable market — extending what LifeLoop does exceptionally well in congregate settings into the private home, and elevating the in-home offering from task-based ADL support to companion care delivered alongside ADL support. In order for our business to service these lines independently (specialty) while also servicing more broadly (collaboratively), we will need service line leaders with intense focus on service line revenue, customer retention/expansion and net new bookings, while heavily influencing and even directing product direction and prioritization.

The Opportunity: General Manager, Home Care

The General Manager, Home Care is the service line leader for LifeLoop's Home Care business. This role owns the market expansion end to end: proving solution fit with real agencies and real caregivers, running the pilot cohort to a repeatable implementation model, establishing the partner and platform integrations the segment requires, and converting all of it into pipeline, bookings and durable recurring revenue. Unlike a functional leader, this is a general management role — the GM is accountable for the outcome of the business line, not for one lever within it, and is expected to make the trade-offs across product, commercial and operational investment that get the line to scale.

The near-term mandate is unambiguous. Home Care moves from pilot to proof: a defined pilot cohort live and instrumented, an integration path established with the dominant home care operating platforms, packaging and pricing validated by customers rather than by assumption, and a commercial motion producing signed, referenceable business. The longer-term mandate is to build Home Care into a self-standing service line that materially expands LifeLoop's TAM and contributes meaningfully to company growth and margin

What can you expect the role to look like:

Solution Fit and Product Direction:

• Own the definition of what LifeLoop's home care offering is and — just as importantly — what it is not; drive the shift from ADL task support to guided companion care that rides alongside existing caregiver workflow rather than adding documentation burden.
• Set and defend product priorities for the service line, working with Product and Engineering to sequence the roadmap against what pilots actually prove, not what pilots hope for.
• Use value engineering to assess new concepts — customer interest, key KPIs, pricing sensitivity — and build the business cases that justify continued investment or an honest change of direction.
• Validate packaging, pricing and the self-serve versus integrated entry points with real buyers, and own the recommendation on the commercial model the line will scale on.
• Establish the KPI stack that connects engagement behavior to experience outcomes to agency economics, so the value proposition is evidenced rather than asserted.

Pilot Program Operations:

• Own execution of the pilot cohort end to end — kickoff, implementation, caregiver enablement, family onboarding, measurement, and the cadence of review with each partner's leadership.
• Convert pilot learning into a repeatable implementation playbook: time-to-launch per branch, training model, support model, and the operational prerequisites an agency must meet to succeed.
• Resolve the practical obstacles that determine whether in-home engagement works at all — device and connectivity strategy, consent and privacy workflow, content suitability for the home setting — and bring recommendations with a cost and an owner attached.
• Instrument every pilot for evidence generation; produce the case studies and outcome data the commercial motion will run on.

Partner and Platform Integration:

• Own the relationship and integration strategy with the home care operating platforms that agencies already run their business on, treating the visit as the atomic unit and designing to complement EVV and scheduling rather than replace them.
• Lead LifeLoop's engagement with platform partner programs — certification, sandbox access, marketplace presence and co-marketing — and manage the commercial terms of those relationships.
• Build channel and franchise-system relationships that create distribution leverage, including franchisor-level standardization, approved-vendor positioning and franchisee enablement.
• Identify opportunities for collaborations, partnerships or acquisitions that accelerate the service line's position, and bring them forward with a clear thesis.

Pipeline and Bookings Growth:

• Own the Home Care pipeline: demand generation strategy, qualification standards, forecast integrity and conversion — with the same rigor applied to any established LifeLoop service line.
• Personally lead the early enterprise and franchise-system pursuits, then build the repeatable motion and enable the BD and inside sales resources who scale it.
• Partner with Sales and Marketing to equip the broader salesforce with positioning, tools and competitive knowledge, including where Home Care creates cross-sell motion into the existing customer base and where it does not.
• Own retention and expansion within the Home Care book from the first customer forward; a pilot that does not renew is a product problem, not a customer problem.

Service Line Ownership and Resource Stewardship:

• Operate the service line against its approved investment plan; own the spend, the sequencing of hires and contract resources, and the honest reporting of variance in either direction.
• Build and lead the Home Care team through its phased ramp — program management, engineering capacity, commercial roles — making deliberate build-versus-contract decisions rather than defaulting to headcount.
• Bring risk forward early and plainly, including when timing, staffing and commitment are in tension; the expectation is candor ahead of the miss, not explanation after it.

Thought Leadership and Market Presence:

• Act as LifeLoop's primary voice on engagement in the home — at conferences, in industry forums, and with the associations and franchise systems that shape agency buying behavior.
• Develop thought leadership that connects social connection and person-centered engagement to outcomes agencies and payers already care about: client and family satisfaction, caregiver retention, referral growth and avoidable utilization.
• Build the external relationships — operators, franchisors, platform partners, clinical and academic voices — that give the offering credibility beyond LifeLoop's own marketing.

Executive Leadership and Cultural Influence:

• Act as a key member of the leadership team, contributing to the overall strategic direction of the organization beyond the Home Care line.
• Champion a culture of innovation, collaboration and accountability across teams, inspiring excellence at all levels.
• Mentor and develop leaders within the Home Care service line, fostering a high-performing and cohesive team.
• Work across Product, Engineering, Customer Success, Finance and Marketing without formal authority over most of it — influence, clarity and follow-through are the operating currency of this role.

Measures of Success:

Specific targets will be set annually through the MBO process. The role is evaluated against five categories of outcome:

• Pilot execution — cohort launched on committed timelines, instrumented, and producing evidence that stands up to customer and board scrutiny.
• Solution fit — validated packaging, pricing and product direction, demonstrated by customer willingness to buy and renew rather than by internal conviction.
• Partner integration — established, working integrations and partner-program standing with the platforms that gate agency adoption.
• Commercial growth — pipeline creation, signed bookings, run-rate recurring revenue and gross revenue retention for the service line.
• Financial stewardship — performance against the approved investment plan and progress toward the contribution profile the service line is underwritten to deliver.

What we expect of you:

• 10+ years of progressive commercial and general management experience, including ownership of a business line, segment or P&L; experience standing up a new line of business is strongly preferred over experience operating a mature one.
• Direct experience in home care, home health, senior living, post-acute or a closely adjacent healthcare services market — including working familiarity with agency operations, caregiver workforce dynamics, and the EVV and scheduling systems agencies run on.
• Demonstrated ability to take an offering from concept through pilot to repeatable commercial motion, with evidence of both the wins and the pivots.
• Strong B2B commercial instincts — enterprise and multi-site or franchise selling, pricing and packaging judgment, and credibility with operator executives.
• Product fluency sufficient to direct a roadmap and partner credibly with Product and Engineering, without needing to be the product manager.
• Comfort operating in ambiguity with limited resources; a bias toward action and toward process discipline — if the results are wrong, change the process.
• Willingness to travel to customers, pilot sites and industry events as the business requires.