Director of IT and Workplace
Posted 15 Oct 2026
BranchFactor Summary
The original posting with the fluff stripped out
- Expected experience
- 8+ yrs
- Management level
- People management
- Employment
- On-Site
- Contract
- Full-time
No salary listed for this role.
Field of studyComputer Science, Information Technology (or related)
Study levelBachelor's
The Role
We've grown to roughly 265 people working onsite from our Menlo Park headquarters, supported by a large network of remote U.S.-licensed clinicians — and part of the Series C is earmarked for acquisitions. The systems and the spaces holding all of that together were built for a much smaller company. We're hiring a Director of IT & Workplace to own them properly.
You'll own two halves of the same problem: the employee technology platform — identity, endpoints, networking, the SaaS portfolio, and our IT security posture — and the physical environment the company runs on, from space planning and physical security to the AV that customer demos and all-hands depend on. You'll inherit a small, capable team and be accountable for leveling it up. You'll be the named owner for IT controls in our HIPAA and SOC 2 programs, you'll own the IT and workplace budget, and when we acquire a company, you'll be the one integrating it.
Our Environment
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Identity and access: Okta for SSO, MFA, and lifecycle provisioning.
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Productivity: Microsoft 365 and Google Workspace, both in active use across the company.
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Endpoints: a Mac-primary fleet with Windows machines alongside it, managed through MDM. VDIs included.
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Internal systems: IRU, plus a growing portfolio of internal and third-party SaaS applications.
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Workplace: a Palo Alto headquarters with conference room AV and access control, plus a distributed clinician and staff population.
What You'll Do
Strategy, budget, and team
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Own a multi-year IT and workplace roadmap tied to the hiring plan, and bring it to leadership with clear tradeoffs and funding asks.
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Own the IT and workplace operating and capital budget: forecast it, defend it in planning cycles, and continuously rationalize license, vendor, and facilities spend.
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Lead, coach, and grow the existing team — set clear expectations, run honest performance conversations, hire as scope deepens, and build career paths that keep strong people.
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Define and publish service levels for ticket response, uptime, onboarding readiness, and workplace turnaround, and report against them to the executive team.