Senior Manager Portfolio, Objectives & Key Results and Readiness - Emory Health Plan

Discover Your Career at Emory University

Emory University is a leading research university that fosters excellence and attracts world-class talent to innovate today and prepare leaders for the future. We welcome candidates who can contribute to the excellence of our academic community.

Emory Health Plan is standing up a next-generation transformation office to fundamentally redesign how 66,000 Emory beneficiaries access care, experience wellness, and navigate the healthcare system. The Enterprise Transformation & Insights Office (ETO) is the mechanism that converts that ambition into sequenced, funded, measured work.

You will build and run the portfolio layer of the ETO operating system: the Objectives & Key Results (OKRs) portfolio dashboard, the prioritization framework, the innovation and capability pipeline, the business case and value realization discipline, and the governance cadence that holds it all together.

This is a high-visibility role for a practitioner who is comfortable owning the numbers. You will sit between senior leaders, workstream owners, clinical operations, IT, analytics, and consulting and vendor partners, and you will be the person who can say, with evidence, what is in the portfolio, what it is worth, whether it is on track, and whether the organization is ready to receive it.

• Stand up and own the EHP OKR portfolio dashboard, covering RAG status by initiative, resource heat map, capacity versus plan, and milestone position. Make it the single source of truth for portfolio status at the executive level.
• Build and administer the prioritization framework that anchors the ETO operating system, including scoring criteria, intake thresholds, sequencing logic, and the decision rights that govern what enters the portfolio and in what order.
• Translate enterprise OKRs into initiative-level measures so that every funded effort traces to an anchor OKR, with a named owner and a defined evidence standard for completion.
• Run capacity and demand analysis across the portfolio. Surface over-commitment early and bring trade-off options to the Sr. Director and executive sponsors, not just red flags.
• Establish the data discipline behind the dashboard: refresh cadence, source-of-record definitions, and the quality checks that make the numbers defensible in front of a Board audience.

• Build the intake and pipeline process for new capabilities and initiatives, spanning submission, triage, scoring, staging, and disposition, with explicit entry and exit criteria at each stage.
• Own RAID discipline across the portfolio (risks, assumptions, issues, dependencies): register design, escalation thresholds, and the routine that keeps it a live management instrument rather than an archive.
• Design and operate huddle boards and workflow management for the ETO, converting the current Phase 1 foundation into the Phase 2 target state.
• Maintain the enterprise capability roadmap: what the Plan can do today, what it must be able to do by go-live, and the sequenced build that closes the gap.
• Partner with IT, analytics, and enterprise architecture so that pipeline decisions reflect real platform capacity, data availability, and technical dependency rather than optimism.

• Own value realization tracking for consulting-supported initiatives, including Deloitte and Willis Towers Watson engagements, and for vendor business cases across the transformation portfolio.
• Validate projected savings against actual EHP claims data. Separate what was promised from what was delivered, and report the difference without softening it.
• Set the business case standard for the ETO: required inputs, documented assumptions, sensitivity ranges, and a benefit dependency map that ties each investment to the operational change required to realize it.
• Run initiative quality (IQ) reviews at defined gates, testing scope integrity, benefit logic, and the capacity of the receiving operation to sustain the change after go-live.
• Report value capture to executive and Board audiences as realized versus planned benefit, with the claims-level evidence behind every figure.

• Drive the weekly OKR Sync and the monthly ETO governance cadence, owning agenda, pre-reads, decision logs, and follow-through on actions between sessions.