Careers at Omada Health: Teams, Pay and How to Get Hired

The Hiring Map

Omada Health lists 29 salaried openings with a median pay of $224,000 — and not one of them requires a commute. Every role carries the same location tag: "Remote, USA." That single fact frames everything else about who the company hires, what it pays, how it interviews, and what it takes to last.

The guide that follows maps the hiring mix, salary bands, interview loop, distributed model, and the traits that separate candidates who clear the bar from those who don't, all drawn from Omada's public careers site, live posting data from Zero G Talent, and on-the-record leadership comments.

Omada builds virtual care programs for chronic conditions, primarily diabetes and hypertension. Its workforce reflects that clinical core. The company's careers site names two frontline roles explicitly: Certified Diabetes Care and Education Specialists (CDCES) and health coaches. These professionals deliver the one-on-one guidance the program promises members — proactive, compassionate, expert help that fits real life, as the site describes it. That language isn't marketing fluff. It describes the daily work of the coaching and clinical operations teams at the center of Omada's model.

Beyond the clinical frontline, live posting data reveals the senior leadership and specialized functions Omada is actively staffing. Recent salaried roles cluster in several domains. Commercial leadership appears in force: a Chief Revenue Officer and a Vice President of Commercial Operations. Data science and AI/ML show up at the principal level: a Principal Applied Machine Learning Scientist. Clinical rigor gets its own senior directors: Clinical Quality and Clinical and Translational Research. Capital-markets fluency is represented by a Vice President of Investor Relations and Capital Markets.

The pattern suggests a company scaling its commercial engine while deepening its evidence base, exactly what you'd expect from a digital health player moving from early adoption toward broader payer and employer contracts. The coaching and CDCES roles represent the service delivery layer; the senior directors and VPs represent the product, evidence, and revenue layers that make that service reimbursable and scalable. Machine learning sits across both, likely powering personalization, risk stratification, and operational efficiency.

What's less visible in the public data is the middle of the org chart. The board shows principal-and-above roles; the website names the patient-facing roles. Engineering, product management, design, program management, legal, and customer success are all implied by the business model but don't appear in the current posting set. That doesn't mean they don't exist. It means the current hiring signal is weighted toward senior leadership and clinical delivery. Candidates in those other functions should watch for openings rather than assume absence.

If your experience lives at the intersection of health behavior, data, and scalable delivery — or if you lead the teams that build that intersection — Omada's current hiring map has a coordinate for you.

Pay Runs High

Live posting data from Zero G Talent (drawn from those 29 salaried postings) shows a company-wide band of $154,000 to $305,000 with a median of $224,000. That range is anchored by real listings, not aggregated estimates, and it captures the spread from high-end individual contributors to C-suite adjacent executives. Every role listed is remote-eligible within the United States.

At the top of the ladder, the Chief Revenue Officer carries a posted range of $400,000–$445,000, Zero G Talent's data shows — a figure that aligns with a commercial leader owning revenue across payer, employer, and health-system channels. Two vice-presidential slots sit in a tight band: VP of Investor Relations and Capital Markets and VP of Commercial Operations each list $243,200–$304,000, according to Zero G Talent. The symmetry suggests Omada benchmarks these functions against a shared internal grade, likely reflecting equivalent scope over external stakeholder management and internal go-to-market execution.

The applied science tier commands a premium. The Principal Applied Machine Learning Scientist posts at $270,480–$338,100, Zero G Talent reported, the highest individual-contributor range on the board. That spread (roughly $68,000 wide) signals room for differentiation based on publication record, production-model ownership, or niche expertise in clinical NLP and behavioral intervention modeling. It also sits above the two senior director research roles, confirming that Omada prices core ML talent at a premium to clinical research leadership.

Those research roles (Senior Director of Clinical Quality and Senior Director of Clinical and Translational Research) both fall in a $243,800–$307,750 window, Zero G Talent's figures put. The near-identical floors and closely clustered ceilings indicate a shared compensation grade for senior clinical strategy. The slight ceiling difference may reflect the translational research role's closer proximity to product and data science, a nuance that often carries a small market premium.

Below the posted senior roles, the board's $154k floor implies a broader population of engineers, data analysts, program managers, and customer success leads whose listings either haven't surfaced or sit at narrower bands. The median of $224k (roughly the midpoint between a staff-level ML engineer and a director-level clinical lead) suggests the center of gravity for Omada's hiring sits at the staff/principal IC or first-time director level.

All six named roles are explicitly remote, USA-based. That consistency matters: Omada does not appear to run geographic differentials in its public postings, which simplifies negotiation but also means candidates in lower-cost metros are compensated against a San Francisco / New York benchmark. For a company selling into enterprise health plans and self-insured employers, that national band reinforces a talent strategy that prioritizes depth in clinical AI and commercial execution over geographic arbitrage.

The 29-role sample is small enough that a single new executive search could shift the median, but the clustering around $240k–$310k for VP and senior director roles is stable across five distinct functions. Candidates calibrating offers should treat $224k as the functional midpoint for a seasoned IC or early director, $270k+ as the entry point for principal ML talent, and $400k+ as the threshold for CRO-level commercial ownership.

Inside the Interview Loop

Omada's hiring process reflects the same cross-functional tension the company has spent years trying to resolve. When Carolyn Jasik, the chief medical officer, recruits clinicians, she doesn't make the call alone. Product developers vet every top candidate, and Jasik has said she's never hired anyone who received a single "no" from the product side. That veto power is structural: clinical hires must survive a technical review before they get an offer, and technical hires increasingly face clinical scrutiny. The result is a de facto panel interview where the two cultures that historically clash at digital health companies — doctors and engineers — must agree on a candidate before they start.

The screening focus mirrors this dynamic. For clinical roles, Jasik targets physicians from safety-net hospitals, providers who have learned to deliver care with limited resources and ambiguous workflows. That background signals an ability to operate without the infrastructure of a traditional health system, which is what Omada's virtual programs require. For product and engineering roles, the filter runs the other way: candidates who treat clinical input as a compliance checkbox rather than a design constraint tend to stall. The company's own onboarding document for new clinicians (a ten-item list that includes "insist on outcomes," "get alignment" before meetings, and "ask lots of questions") doubles as a hiring rubric. If a candidate's interview answers don't demonstrate those behaviors, they rarely advance.

There is no public breakdown of every interview stage, but the pattern across roles is consistent: an initial recruiter screen, a hiring-manager conversation, then a cross-functional loop that includes at least one representative from the "other" discipline. A clinical candidate meets product managers and engineers; a data-science candidate meets a clinician or clinical-operations lead. The "disco" team (research and development) now has an embedded clinical expert, and a medical representative attends every product meeting. That same integration shows up in hiring: the people who will work together daily are the ones evaluating the candidate together.

Jasik's "minimally clinical viable product" framework also shapes evaluation. She has described it as the simplest version of a feature that meets clinical standards while pushing doctors to try new things. Candidates who can articulate that balance (shipping fast without compromising safety) move forward. Those who default to either shipping fast and fixing later or treating perfection as the enemy of good tend to self-select out during the loop.

The daily walk Jasik takes with Mike Tadlock, the senior vice president of product, to hash out brewing issues is the cultural analog of the interview loop: two disciplines, one decision, no unilateral moves. Candidates who signal they can operate in that mode (asking questions before prescribing solutions, aligning before executing, treating clinical and technical constraints as equally real) are the ones who clear the bar.

No Headquarters, No Problem

Omada began in the Bay Area. The company was spun out of Ideo in 2011 and landed in the inaugural cohort of Rock Health's incubator program, both San Francisco institutions. That physical footprint has effectively dissolved. In an AWS Executive Conversations interview, Omada leadership stated directly: "We're fully operating as a healthcare company, even though there is no building where anyone comes for an appointment." The line was delivered in the context of explaining how cloud infrastructure lets providers serve patients without physical proximity — but it doubles as a description of the company's own operating model. The same architecture that lets a coach in Ohio message a member in Oregon at 8 p.m. lets a machine learning scientist in Colorado push model updates reviewed by a clinical quality director in North Carolina. The platform is the office.

Omada built its care delivery on that premise (asynchronous messaging, video visits, connected devices) and applied the same logic to its workforce. The company's own product demonstrates the viability of the model it hires into.

What replaces the office is a coordination layer built on AWS. The interview notes that "accomplishing the same things on-premises would require us to waste too much capital on hardware, infrastructure, resiliency, security, and operations, capital that can be better applied to the product itself." That capital discipline extends to real estate. No lease lines appear in the public financial narrative; the $260 million raised since 2011 went into clinical trials, the Physera acquisition, and the 2025 Monarch Medical Technologies purchase that added inpatient diabetes management. The IPO in June 2025 at a $1.1 billion market cap came from a company that doesn't maintain a headquarters in the traditional sense.

For candidates, the implication is practical. Interviews happen over video. Onboarding ships a laptop and, for clinical roles, the same connected devices members receive: scale, blood pressure cuff, activity tracker. Collaboration runs through the same async-first tooling the care teams use with patients: structured messaging, shared dashboards, scheduled video huddles. Time-zone coverage matters more than zip code; hires are distributed across the continental U.S. with no stated geographic restriction beyond "USA."

The trade-off is deliberate. Omada's leadership has argued that virtual care requires "going the extra mile to demonstrate that they keep people's health information private and secure", a standard they apply to their own distributed workforce. HIPAA-compliant home office setups, device management, and audit trails replace badge readers and keycards. The company that had to "figure out how to fit square CO2 cartridge into a round hole" to bill insurers for virtual visits now solves the same class of problem for its own payroll: how to employ a clinical-quality team without a clinical building.

The research contains no evidence of a retained satellite office, a quarterly offsite cadence, or a hybrid mandate. The only grounded signal is the job board itself: 29 roles, one location label, zero physical addresses. Omada works where its members live — which, increasingly, is everywhere.

Who Lasts

Omada's care model rests on three pillars: human coaching, connected devices, and structured lessons. That combination (clinical empathy delivered through a technology platform at scale) shapes the profile of people who tend to last and advance inside the organization. The company's public messaging emphasizes behavior change over acute intervention, longitudinal relationships over episodic visits, and data-informed iteration over static protocols. Employees who align with that rhythm tend to share a handful of recognizable traits.

First, analytical rigor that stops short of abstraction. The board's live postings (Principal Applied Machine Learning Scientist, Senior Director of Clinical and Translational Research, Senior Director of Clinical Quality) signal that Omada hires scientists and engineers who can translate messy real-world health data into product decisions. The company reports 25 million-plus messages exchanged between care teams and members, a dataset that only yields insight if someone can design the right experiment, clean the signal, and resist the temptation to overfit. Candidates who thrive are comfortable working with longitudinal, multimodal data (glucose readings, engagement logs, coaching notes) and can explain a model's clinical relevance to a non-technical product lead.

Second, health-behavior expertise grounded in evidence, not wellness trends. Omada's cardiometabolic programs (diabetes prevention, diabetes management, hypertension, musculoskeletal) are reimbursed by employers and health plans based on outcomes: $1,000+ saved per member in the first year, 90%+ satisfaction scores. The Senior Director of Clinical Quality role exists because regulatory and payer scrutiny demands someone who knows the difference between a pilot study and a pragmatic trial. People who succeed here typically have publication records or operational experience in digital therapeutics, chronic disease management, or behavioral science, and they treat clinical validity as a shipping requirement, not a marketing claim.

Third, collaborative communication across disciplinary fault lines. The same board shows a Chief Revenue Officer, VP of Commercial Operations, and VP of Investor Relations sitting alongside the clinical and ML leadership. That structure means a research scientist's model ships only if the commercial team can explain its value to a self-insured employer, and the coaching team can operationalize it without burning out. Employees who thrive describe (in the company's own case studies and partner testimonials) a culture where "no brainer" decisions emerge from cross-functional pressure-testing, not top-down mandate. The remote-first model amplifies the premium on written clarity and asynchronous decision-making.

Fourth, comfort with regulated ambiguity. Omada operates at the intersection of FDA oversight (for certain digital therapeutic claims), HIPAA, state telehealth licensure, and employer benefit design. The Senior Director of Clinical and Translational Research role explicitly bridges research and regulatory strategy. People who last tend to have navigated a 510(k) or De Novo pathway, or managed clinical operations in a payer-contracted environment, and they treat compliance as a design constraint rather than a checkpoint.

The research available (Omada's public site, partner quotes, and the board's role taxonomy) does not include employee survey data, Glassdoor themes, or internal competency frameworks. What it does show is a company hiring at the intersection of clinical science, applied ML, and commercial scale, all in a distributed organization. The traits above are inferred from that hiring mix and the care model the company publishes. If your background leans purely academic without product shipping scars, or purely commercial without clinical literacy, the fit is likely thinner. The sweet spot is the practitioner who has built something regulated, measured its effect on human behavior, and explained the result to a buyer — the same profile that clears Jasik's product-veto interview and ships code that Tadlock's team can stand behind.

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