Head of Account Management & Partnerships ↗
I build the operating systems that keep distributed health networks performing.
I am an operator, team builder, and human-performance executive who has spent more than a decade turning complex, high-touch services into clear standards, accountable teams, and reliable outcomes.
Operator profileBuild. Measure. Decide.
Why Function
The role calls for an entrepreneurial operator. That is the work I have already been doing.
Function needs a leader who can run the account-management machine, improve the partner mix, coach the team through escalations, and step in when the highest-stakes judgment is required. My experience sits at that exact intersection of health, distributed service delivery, systems, and decisive ownership.
01
Run the network
Built the SOPs, tracking systems, communication rhythms, and escalation paths that let a fully remote team deliver a complex health service consistently.
02
Make the hard calls
Owned the judgment on partner remediation, replacement, client fit, staffing, and the exceptions that carried the highest operational or financial stakes.
03
Lead through others
Built and led an approximately 30-person distributed organization through department leads, while keeping routine partner issues at the right level of the team.
04
Protect the member experience
Coordinated national access to MRI, blood and hormone panels, DEXA, and VO2 max testing for high-expectation clients wherever they lived.
05
Own commercial outcomes
Restructured partner payment terms when turnaround delays threatened the client guarantee, aligning vendor economics with service performance.
06
Operate cross-functionally
Aligned health, performance, operations, sales, finance, and external diagnostic partners around one coordinated client experience.
Operating proof
Two partner escalations. Two durable fixes.
Imaging partner
The scan failed twice. The response could not.
A large MLB pitcher's full-body MRI came back without most of the throwing arm, twice, from the same imaging partner. I put the rescan cost on the vendor, got the athlete back in for a same-weekend redo, and pushed the partner to define the body-size criteria its equipment could reliably support.
ResultMember recovery plus a clearer operating standard
Laboratory partner
The turnaround missed our guarantee. The economics had to change.
When a laboratory partner's delays pushed through our 30-day results guarantee, I restructured payment terms so RAPID stopped absorbing the cost of the vendor's delay and moved the work onto a faster standard panel.
ResultAligned incentives and a more dependable service path
Career
Built from the operator's seat.
Fifteen years building health, performance, media, and service businesses from the inside.
2022 - 2026
Co-Founder & Managing Director
RAPID Health Optimization
Built and operated a premium, fully virtual health optimization company with Dr. Andy Galpin. Led an approximately 30-person distributed team and the systems supporting high-touch service delivery.
2011 - Present
Co-Founder & Managing Director
Barbell Shrugged
Built a seven-figure human-performance media and education company with approximately 25 team members at peak, 850+ episodes, and 50M+ downloads. Continues as primary host.
2009 - 2018
Co-Owner, Head Coach & General Manager
Faction Strength & Conditioning
Built a 7,600-square-foot training facility to approximately 150 active members and a staff of 8 to 10, then managed it remotely for four years before selling.
2006
Strength & Conditioning Coach
Colorado Rockies Baseball Club
Early-career experience in professional baseball, athlete assessment, program design, and collaboration with medical and performance staff.
Education
M.S., Human Movement Science
University of Memphis, 2006 to 2008
Education
B.S., Exercise Science
Linfield University, 2001 to 2005
Credentials
MS, CSCS, NSCA-CPT
USAW Level 1 Sports Performance Coach
Perspective
BJJ black belt
Former amateur MMA competitor, 7-1
Letter to Function
Proactive health requires proactive operations.
August 26, 2026
Dear Function Health Hiring Team,
Running a team supporting a 200-plus facility imaging network across 150-plus cities is fundamentally an organizational and communications challenge. Upholding quality standards and clearing turnaround times consistently across all partners requires clear expectations, proper training, and consistent feedback. It also requires knowing when a partner needs to be coached back to standard versus replaced outright. I've learned this in my most recent professional experience, and I believe that experience will directly translate into this role from both an industry and an operational standpoint. I've managed fully virtual teams, with fully virtual partner networks, on more than one occasion.
I spent four and a half years as Managing Director at RAPID Health Optimization with Dr. Andy Galpin. Our mission, like Function Health's, was that health should be a proactive pursuit rather than a reactive one. We built and grew that fully virtual company from an idea to roughly 30 team members and $5 million in revenue in less than three years, before I exited the business amicably this past June.
Our clients routinely took part in MRI scans through imaging partners, mostly for Springbok's muscle analysis, as well as blood and hormone panels through partners such as LabCorp, DHA, Quest, and Genova. We also coordinated with dozens of mobile phlebotomists around the country, plus DEXA and VO2 max testing, all sourced wherever a client happened to live.
My team handled most day-to-day partner coordination and resolved the vast majority of issues without needing me. My role was to manage them and hold them accountable for following our systems and delivering high-quality results. I built the standards, communication rhythms, and tracking systems that let them make the right call on their own. My goal was to keep decisions at the right level until something specifically required my judgment, particularly when the right call was to move on from a substandard partner relationship.
I believe strongly I can excel in this role and fit well at Function Health. I would welcome the opportunity to meet the team, learn more about the company's longer-term needs and goals, and discuss how I can provide maximum value.
Best,
Doug Larson
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