VP – Office CEO

Responsibilities

• Translate ambiguous CEO-level questions into structured analyses, decision frameworks, and recommendations.
• Synthesize insight across healthcare delivery, healthcare economics, healthcare policy, and technology to inform enterprise direction.
• Stress-test strategies, business cases, and investment theses originated elsewhere in the enterprise, providing an independent OCEO perspective.
• Maintain a forward-looking view of market, regulatory, payment, and technology shifts that could create opportunity or risk for the enterprise.
• Lead early-stage opportunity identification and shaping for new ventures, partnerships, and acquisitions.
• Develop investment theses, term-level economic models, and risk/return framings in partnership with Corporate Development, Strategy, and Finance.
• Coordinate diligence work streams on priority opportunities and synthesize findings into CEO- and Board-ready materials.
• Frame integration, value-capture, and operating-model implications for inorganic moves before formal transition to business owners.
• Architect and prototype new models of healthcare delivery that integrate clinical, economic, technological, and behavioral levers.
• Partner with the Innovation, AI Factory, and Behavioral Science functions to translate early ideas into testable concepts and pilots.
• Define success metrics, learning agendas, and stage-gates for early-stage initiatives, ensuring disciplined progression or sunset decisions.
• Bridge incubated work into operational ownership when initiatives reach scale.
• Identify where technology — including AI, data, and digital enablement — can fundamentally reshape delivery, economics, or experience.
• Coordinate closely with the AI Factory and Transformation functions on enterprise-priority initiatives where technology is a primary lever.
• Maintain an informed perspective on emerging technology, regulatory developments, and competitive moves relevant to healthcare.
• Lead confidential, high-priority projects on behalf of the CEO that do not naturally sit in a single business or function.
• Convene the right internal and external talent to advance each initiative without standing up permanent structure.
• Manage discrete OCEO budget allocations to commission analyses, engage advisors, and accelerate priority work.
• Prepare CEO-, ELT-, and Board-level materials that distill complex issues into clear, defensible recommendations.
• Peer support to leadership — serving as a trusted thought partner and peer support leader to members of the Executive Leadership Team (ELT) and Senior Leadership Team (SLT) on issues that cross their portfolios.
• Help leaders pressure-test strategies, navigate inter-dependencies, and access OCEO resources to advance their priorities.
• Reinforce alignment between business-unit execution and enterprise direction without taking over operational accountability.

• Bachelor’s degree in a related field or additional related work experience.
• 10+ years of related experience to include a deep understanding of the healthcare industry.
• Senior roles in healthcare delivery organizations, payers, or integrated systems.
• Exceptional analytical horsepower — able to structure ambiguous problems, build and interrogate models, and reach defensible conclusions under uncertainty.
• Deep proficiency in healthcare delivery—provider operations, care models, clinical workflows, quality, and access.
• Strong command of healthcare economics—payment models, unit economics, risk arrangements, capital allocation, and value creation in healthcare.
• Sophisticated understanding of healthcare policy—federal and state regulatory environment, payer dynamics, and the policy levers that shape industry structure.
• Track record in de novo innovation—designing, launching, or scaling new businesses, delivery models, or products from concept to early operation.
• Fluency in technology-based enablement and innovation—including AI, data, and digital approaches and how they reshape healthcare delivery and economics.
• Executive presence and communication—able to author and deliver materials suitable for the CEO, ELT, and Board.
• Discretion, judgment, and integrity—comfortable holding confidential information and operating in politically sensitive contexts.
• Ability to lead through influence rather than authority—convening, aligning, and mobilizing senior leaders without owning their teams.