Employee Engagement Programs Lead

Parachute Health; New York (NY); On-site; USD 120,000 - 170,000; Full time

Job summary

Parachute Health is seeking an Engagement Program Lead to own and execute our employee programs, including company offsites, team gatherings, and day-to-day People & Culture initiatives. You will drive logistics, budget stewardship, and vendor governance to ensure timely, thoughtful events.

You will sit on the Employee Experience & Development side, reporting to the VP overseeing strategy and design, with room to scale as our People & Culture programs grow.

Qualifications

• Experience leading employee engagement programs and offsite logistics.
• Strong ability to manage budgets, vendors and calendars.
• Proven track record coordinating cross-functional teams.

Responsibilities

• Own end-to-end logistics for annual company offsite and team gatherings.
• Manage spend and reconcile budgets with Finance after events.
• Govern vendor agreements and ensure compliance (insurance, signatures).
• Lead program administration: approvals, calendars, recognition, and scale.
• Collaborate with Inclusion & Belonging Council to turn ideas into events.

Skills

Event planning

Project management

Vendor management

Budgeting

Job description

Parachute Health is transforming post-acute care as the leading digital ordering platform for medical equipment and supplies. We connect major health systems, health plans, and suppliers to help patients get the life-saving products they need at home. Since launching, we've connected 300,000+ clinicians and 3,000+ supplier locations across all 50 states and helped 15M+ patients. What started as a DME ePrescribing tool has become the order management platform of choice for home medical equipment.

Join our team and make a difference in patient care.

About The Role

As our Engagement Program Lead, you'll own how Parachute comes together. You'll run the logistics and execution behind our employee programs including company offsite, our department and team gatherings, the moments where a remote-first company creates in-person collaboration to accelerate working relationships and shared learnings. You'll also keep our People & Culture programs running day to day, so they land on time and feel considered.

About The Team

People & Culture at Parachute is a small, senior team with a growing bench behind it. One side of the function owns how we organize, how we hire and pay, and how the function runs day to day. The other side owns what happens after someone joins: engagement and organizational insight, leadership and manager capability, and the moments that bring a remote-first company together.

You sit on the Employee Experience & Development side, reporting to the VP who owns the strategy and design of these programs.

The People & Culture team is growing with expanded programming and responsibilities, which means the systems you build become how we operate — and there is room to grow with the function.

Key Responsibilities

• Company offsite: Own end-to-end logistics for our annual company offsite including venue and vendor sourcing, contracts, travel and rooming, run-of-show, on-site execution, and post-event reconciliation
• Department gatherings: Support department leads planning their own offsites with sourcing, budget guidance, and a sounding board on agenda and logistics
• Spend discipline: Track spend in real time against event budgets and reconcile with Finance after every event
• Contract and vendor governance: Route vendor agreements above our signature threshold through Legal, and hold every vendor to W-9, certificate of insurance, and indemnification requirements before signature. No employee or confidential company data goes into event vendor tools.
• Duty of care: Own traveler safety, emergency protocols, and accessibility requirements for company-sponsored travel and on-site events.

Offsite-in-a-Box

• Build the toolkit: Own the intake form, planning templates, vetted vendor agreements, and budget calculator that let department leads run their own gatherings, maintained as a documented, current library you are the named steward of — structured so it can serve as context for our AI tooling, not just a shared drive folder
• Onboard planners: Bring planners into the process and collect the post-event one-pager from each gathering
• Iterate: Refine the toolkit each quarter based on what planners tell you is missing or getting in the way
• Automate the coordination: Use AI tooling to take coordination time out of the process: intake triage, vendor comparison, first-draft budget reconciliation, and post-event synthesis. The tenth department gathering should take materially less of your time than the first.

Program administration

• Approvals: Run the budget approval workflow for gatherings that fit within policy, escalating only the exceptions
• Program calendar: Coordinate logistics, communications, and scheduling for company-wide People & Culture initiatives (e.g., engagement survey launches, manager program scheduling, and recognition fulfillment)
• Recognition: Own recognition and swag fulfillment end to end, including vendor management for our swag store. You'll partner closely with our Celebrations & Community lead on the recognition and celebrations calendar: program design and criteria sit with that lead and the VP, while execution, logistics, and vendor relationships sit with you.
• Scale: Build and refine processes that hold up as the company grows

Inclusion & Belonging Council

• Turn ideas into events: Partner with our Inclusion & Belonging Council to translate what they want to do into a real calendar, a real budget, and bring events to life
• Remove the friction: Handle logistics, vendors, communications, and scheduling so Council members can spend their energy on content and community rather than coordination
• Reach everyone: Make sure programming works for Parachuters regardless of where they sit geographically track participation for hub versus non-hub Parachuters so the gap stays visible and closing
• Close the loop: Track participation and feedback, and bring it back to the Council so the calendar gets better each cycle

Measurement

• Track what matters: Attendance, utilization, cost per attendee, and post-event feedback across the program, split hub versus non-hub
• Quarterly read: Turn that into a simple quarterly summary that tells us what is working and what to change