Client Success Manager
About the job
- A Master’s degree or foreign equivalent in Business Administration, Business Analytics, or a related field.
- Six months of marketing experience, including experience with Google Analytics and customer experience (CX).
- Any suitable combination of education, training, or experience is acceptable; all experience may be acquired concurrently.
- Work closely with the iQueue for Operating Rooms Implementation, Product, and Data Engineering teams to implement LeanTaaS’ iQueue software and improve processes for new and existing clients.
- Analyze raw data from clients’ healthcare software to address client issues, detect trends or patterns, make accurate assessments, and communicate actionable takeaways.
- Use SQL, Tableau, and Excel to analyze software usage, identify engagement and upselling opportunities, increase client value, and support retention.
- Master the healthcare software industry and iQueue for OR product suite, and train cross-functional client stakeholders on product features.
- Serve as a subject-matter expert and handle sensitive discussions to implement change management and improve operational processes.
- Create internal and external communications, product resources, and reports about client data, health, and engagement.
- Consult with hospital leadership to set operational excellence goals, interpret data metrics, develop recommendations for improved client engagement, and demonstrate product return on investment.
- Build and cultivate relationships with existing hospital clients and across their organizations.
- Collaborate with Product and Design teams to synthesize hospital partners’ feedback, support software success, drive product development, and improve the product for clients and the market.
About the company
LeanTaaS uses AI and machine learning to optimize hospital operations and improve patient access by helping hospitals and health systems get more value from existing resources like operating rooms, infusion chairs, and inpatient beds. It delivers a software-as-a-service platform that analyzes a small amount of electronic health record (EHR) data to produce predictive and prescriptive analytics. These insights guide scheduling and resource allocation, enabling hospitals to handle more cases, improve patient care, and increase revenue without extra capital or staff. Unlike broader tech solutions, LeanTaaS focuses specifically on hospital capacity and workflow optimization, providing targeted analytics and actionable recommendations for operational decisions. The company’s goal is to reduce wait times, expand patient access, and unlock capacity across health systems.
Company Size
201-500
Company Stage
Series D
Total Funding
$238.8M
Headquarters
Santa Clara, California
Founded
2010
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Simplify's Take
What believers are saying
- September 2026 Aidin acquisition extends LeanTaaS beyond beds into discharge execution.
- LeanTaaS claims 200 health systems and 1,200-plus sites, signaling broad enterprise traction.
- UofL saved $1.5 million monthly in August 2026, proving hard ROI stays sellable.
What critics are saying
- Baptist and UofL wins depend on governance; surgeon resistance slows rollouts.
- Aidin integration adds product and implementation complexity through 2027, risking customer churn.
- Epic and Oracle can bundle adjacent workflow tools, squeezing standalone pricing and category control.
What makes LeanTaaS unique
- Best in KLAS 2026 again; LeanTaaS owns capacity optimization management.
- LeanTaaS spans OR, infusion, inpatient flow, and post-acute discharge through Aidin.
- It turns EHR data into prescriptive workflows, not dashboards, across 1,200-plus facilities.
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Benefits
401(k) match
Comprehensive healthcare benefits
Generous pto
Parental leave
Monthly reimbursement for skill building
Monthly reimbursement for wellness, transportation, & home office
Education reimbursement for select courses/programs
Growth & Insights and Company News
6 month growth
↑ 0%1 year growth
↑ 0%2 year growth
↑ 0%How Baptist Health in Arkansas reduced ER boarding. The health system is getting patients out of the emergency room and into hospital rooms more quickly. It's a common problem at many hospitals: patients staying in the emergency department, waiting for hours, or days, for a room. Baptist Health in Arkansas, which operates 12 hospitals, has been finding success in reducing congestion in the emergency room,. With the use of predictive AI and the buy-in from doctors, nurses, and other staff, Baptist Health has decreased boarding by about 525 patients each month, says Greg Brown, associate system vice president for Baptist Health, Arkansas. Brown oversees the patient command center that's helping move patients through the emergency department more quickly and improving throughput across the system. In an interview with Chief Healthcare Executive(R), Brown says the system is getting patients the care they need more quickly and improving the ability to take in more transfers. "I think every hospital probably in the country struggles with ED boarding," Brown says. "You know, I think one of the challenges that we have to really think about is ED boarding is really not an ED problem for the majority of cases. It really has to do with bottlenecks, inefficient processes, lack of flow within the medical-surgical and the ICU units to help relieve some of that pressure." Brown acknowledges that it has taken some work, but the results are encouraging. "The proof is in the outcomes," Brown says. "We can go across and we can look at all of our outcomes from our discharge processing time to our orders before 9:00, to the hours and the time when the patients that are going through our discharge lounge, the number of boarders decreased," he says. "All of those things we can take to our leaders across the system and say, here is proof of the execution and the work you've done. And it just makes a world of difference, because at the end of the day, it's all about the patient." 'Information that is actionable' Baptist Health partnered with LeanTaaS, a healthcare technology company, to help improve the patient flow in the emergency department and across the hospital. The health system is utilizing AI-powered predictive analytics to identify patients that could be ready for discharge early, helping make more beds available for those waiting in the emergency room. Now, the system is seeing more discharge orders coming in before 9 a.m., allowing most patients to be discharged by 11 a.m. "It gives us that capacity when we know that patients are really going to start coming into our hospital in the afternoon hours," Brown says. He says it's not just about giving staff more information, but providing more actionable data for frontline teams to overcome barriers. "We've been able to recoup without building brick and mortar, without doing anything significantly around improvements of the infrastructure," Brown says. "But really it's about improving processes that give us what we call bed time back to our emergency department to decrease the number of boarding hours and the number of boarding patients." In addition to identifying patients that could be candidates for early discharge, Brown says Baptist Health is using data to see if there are patients who may have barriers that could be addressed to ensure the patient can be discharged promptly and safely. "It's not just getting information for information's sake; it's really providing information that is actionable in the moment," Brown says. "I think that's where we've seen probably the biggest opportunity for us to be very successful." 'The culture shift' While Brown says technology is providing more useful insights, he says the culture change within the system has also been an essential factor in the gains Baptist Health is seeing. He says part of the motivation is to help staff understand that larger health systems such as Baptist Health are seeing more patient transfers from smaller hospitals, a trend he expects to continue. But he also stresses that the system is asking staff to work smarter. "Instead of asking our folks to work harder, which I think historically has been the norm across healthcare... It's really about how do we remove friction and barriers and make that process much easier for us to navigate," Brown says. "And so it's really not working harder, it's working more efficiently. And when your team sees that and they can feel that pressure relief and it allows us to do more with less, then I think that culture changes on its own over time.' "The culture shift and really understanding how we get the information to the providers, and then for them to trust that information that we're providing them, has been a key for us," he says. Baptist Health rolled out the system-wide tool slowly, beginning with a couple of hospitals. The system looked at metrics and also ensured that there was sufficient support from staff. Staff came in with suggestions for improvements. "It really wasn't fully, we're pushing information, pushing, pushing," he says. "It became a partnership between all the parties that were involved in looking at, how can we truly make this better?" "It really became a true partnership from all aspects across our healthcare system," he says. Create a strong governance plan Doctors and nurses played a critical part in the development of the new system, Brown says. He says physicians, nursing leaders, frontline nurses and hospitalists had built strong relationships, which enabled the process to be more successful. While key leaders were brought into the process early, Brown says the involvement of nurses at the beginning was critical. "The nursing staff within our hospital, they're at the tip of the spear, as they say. They are the ones that really help make or break a new process," Brown says. "It wasn't an initiative that we developed kind of in secret and then just kind of threw out to the teams," he adds. When asked about advice for other health systems undertaking similar programs, Brown cites the value of perseverance and patience. "Anytime you institute a new process that is going to maybe change the way that you've always done things is uncomfortable," he says. He says the most important guidance he would offer is to create a good governance structure including leaders of different components of the system, including doctors, nurses, the IT department, laboratory, radiology, and environmental services. "Those are the ones that are going to make you successful and to really get those processes in place," Brown says. "It's really just to be patient in the process, to be open and transparent," he says. "And allow input from all components of your system to help you make it better. Because all of those in that governance structure are the ones that are really going to set the vision for your system for the years to come."
LeanTaaS, a healthcare capacity management software provider, has acquired Aidin, a care transition platform serving over 200 hospitals across approximately 20 health systems. Aidin coordinates more than two million referrals annually across a network of 21,000-plus post-acute providers. The acquisition expands LeanTaaS' iQueue for Inpatient Flow by connecting discharge readiness intelligence with workflows needed to move patients to appropriate care settings. Roughly 40% of Medicare patients require post-acute care upon discharge, accounting for over 55% of avoidable hospital days. Aidin reduces length of stay by an average of 0.86 days, cuts placement time by 50%, and saves customers approximately $1.7 million per hospital annually. LeanTaaS serves nearly 200 health systems across more than 1,200 facilities.
UofL Health saves $1.5M monthly on anesthesia. By Zarina Othman August 31, 2026 UofL Health has cut its monthly anesthesia costs by $1.5 million after standardizing operations across 59 operating rooms in Louisville. The health system also recaptured more than 517,000 minutes of blocked OR time and handled 400 additional cases year-over-year, according to officials who spoke with Healthcare Innovation. Finding the problems. The initiative grew from frustration with inconsistent scheduling practices. Dr. Chad Mathis, chief medical officer at UofL Health-Louisville, said the system was not trusting data coming out of its electronic medical records. "There were inconsistent ways that we were measuring things at each location," he explained. Those gaps created ripple effects across staffing, utilization, and the bottom line. Separate scheduling mechanisms at different sites made it hard to move cases efficiently or predict block availability. Some surgeons held time they were not using while others struggled to find open slots. Building a new system. UofL Health partnered with LeanTaaS and deployed the iQueue platform. The health system also centralized its OR scheduling team and worked with IT partners to create a single standardized booking form. A steering committee made up of representatives from across the organization defined key parameters: prime-time utilization thresholds, turnover expectations, and block release rules. Mathis said that committee became essential for working through pushback from doctors who were protective of their scheduled time. "We made a conscious decision to decrease locums' coverage, which was an exorbitant expense between the anesthesiologists and the CRNAs," Mathis said. "Then we were able to maximize our block utilization." Once the block structure changed, staff began releasing unused time. Other surgeons could then book those slots, which helped build buy-in across the medical staff. "Once those blocks are released, people are coming back into the operating room and finding time to book their cases that they couldn't get otherwise," Mathis said. Measuring the results. Case volume grew 4 percent year-over-year, adding more than 400 cases to the schedule. Primetime utilization climbed 3 percent. The system recaptured 517,875 minutes of blocked time that would otherwise have sat empty. The biggest financial win came from anesthesia. By filling released blocks with additional cases, the health system reduced reliance on costly locum tenens coverage. That brought monthly anesthesia spending down by $1.5 million. The gains did not come without friction. Mathis said he was surprised by how long it took to convince some surgeons to release their time. The steering committee worked through those concerns over months, emphasizing transparency and data access. Advice for other health systems. Mathis recommends that leaders pursue such changes by engaging surgeons, IT staff, and vendors early. Consulting the CEO matters too. At UofL Health, Dr. Smith launched the project when he served as chief medical officer and has stayed involved as CEO. "Having that type of leadership and partnership really is key to making this work," Mathis said. The health system continues to monitor utilization and adjust block schedules based on demand. Regular conversations with surgeons about their data and ongoing steering committee governance keep the system aligned with actual surgical volume.
LeanTaaS named Best in KLAS for Capacity Optimization Management for the second straight year. News provided by. Back-to-back wins reinforce customer trust and category leadership, making LeanTaaS the only vendor to ever win Best in KLAS in Capacity Optimization Management. SANTA CLARA, Calif., Feb. 4, 2026 /PRNewswire/ - LeanTaaS, Inc., the market leader in AI-powered and cloud-based capacity management, staffing, and patient flow software and services for healthcare, announced today that it has been named Best in KLAS 2026 for Capacity Optimization Management by KLAS Research for the second year in a row. LeanTaaS is the only vendor to win Best in KLAS in this category, earning the recognition in back-to-back years. The Best in KLAS awards recognize the highest-rated healthcare technology solutions based on direct customer feedback and real-world outcomes. LeanTaaS and its cloud-based iQueue platform achieved a 95.6 overall performance score on KLAS' 100-point scale and earned A+ ratings across key customer experience pillars including Culture, Loyalty, Relationship, and Value. Customers from across LeanTaaS' customer base of nearly 200 health systems also reported exceptionally strong satisfaction and long-term commitment indicators, including: * 100% would buy again * 100% say LeanTaaS keeps all promises * 100% say LeanTaaS is part of their long-term plans As health systems face policy shifts, declining reimbursements, workforce shortages, and razor-thin margins, capacity optimization has become a C-suite priority. Best in KLAS recognition is one of the clearest customer-validated signals of performance and partnership. "Being named Best in KLAS for the second year in a row is especially meaningful because it means that LeanTaaS is delivering what health systems need most: measurable impact and a true partner they can rely on year after year," said Mohan Giridharadas, Founder and CEO of LeanTaaS. "We're proud that our customers continue to validate LeanTaaS as the trusted standard for capacity optimization management, and we are committed to helping providers unlock capacity, expand access, and deliver better care in increasingly complex environments." The iQueue platform applies Lean principles and AI-powered predictive and prescriptive analytics to help hospitals, health systems, surgical clinics, and infusion centers optimize constrained resources like operating rooms, inpatient beds, and infusion chairs. Across the nation, healthcare organizations use iQueue to increase patient access, reduce wait times, lower costs, and strengthen operational and financial performance. "LeanTaaS is once again Best in KLAS in the Capacity Optimization Management category, reflecting top customer ratings and strong results," said Niel Oscarson, Research Director at KLAS Research. "In our conversations, customers consistently highlight the value LeanTaaS delivers through its combination of software and transformation services. As health systems increasingly prioritize capacity management, LeanTaaS continues to stand out for high satisfaction with both outcomes and partnership, earning Best in KLAS for the second year in a row - a distinction no other vendor in the category has achieved, even once." Customer Feedback The following snapshot of anonymized customer perspectives reflect why LeanTaaS continues to earn top ratings for both outcomes and partnership. Analytics that power performance "We went with LeanTaaS because nobody else is doing what they do with predictive analytics at the same level of accuracy. LeanTaaS' strengths are outside-of-the-box thinking, customer support, and collaboration. They are huge on those things." - VP/Other Executive of Health System "Somebody asked me what our operations would look like if we removed iQueue, and I said we would be dead and I would retire. A lot of the things that we do have KPIs associated with them, so we lead the pack of other organizations out there. We use the data analytics LeanTaaS provides us and make decisions based on the data analytics." - VP/Other Executive of Health System Beyond the EHR "We have leaders who think that our EHR should be able to do this stuff and that we shouldn't have to use something like LeanTaaS' system. But the capabilities of both systems aren't the same. We looked at our EHR's capabilities before we went live with iQueue, and our EHR vendor has not caught up to what LeanTaaS has. In terms of supporting our opportunities around interoperability, the system is there." - VP/Other Executive of Health System White-glove service and support "LeanTaaS really provides whatever we expect from a vendor and a partner. They are like a family. LeanTaaS is at the top of the list when it comes to service. They really build the experience and the relationship, and LeanTaaS is there for us to hold our hands because they want us to be successful." - VP/Other Executive of Health System About LeanTaaS LeanTaaS transforms health system, hospital, surgical clinic, and infusion center operations through software and services that combine Lean principles, AI-powered predictive and prescriptive analytics, and machine learning. The company's software and services are being used by nearly 200 health systems in 1,200+ hospitals and centers across the nation, which rely on the iQueue cloud-based solutions to increase patient access, decrease wait times, reduce healthcare delivery costs, and improve revenue. LeanTaaS is headquartered in Santa Clara, CA with an office in Charlotte, NC. For more information about LeanTaaS, please visit https://leantaas.com/, and connect on LinkedIn. About KLAS Research KLAS Research is a research and insights firm on a global mission to improve healthcare. Working with thousands of healthcare professionals and clinicians, KLAS gathers data and insights on software and services to deliver timely reports and performance data that represent provider and payer voices and act as catalysts for improving vendor performance. The KLAS research team publishes reports covering the most pressing questions facing healthcare technology today, including emerging technology insights, that provide early insights on the future of healthcare technology solutions. KLAS also fosters measurement and collaboration between healthcare providers and payers and best practice adoption. Visit KLAS on LinkedIn. Learn more at: klasresearch.com. SOURCE LeanTaaS
To address this, Baptist partnered with LeanTaaS to integrate real-time data into daily operations with iQueue for Inpatient Flow, a prescriptive and predictive AI solution.