VP Innovation Strategy & Business Integration

VP Innovation Strategy & Business Integration

Job Summary The Vice President, Innovation Strategy & Business Integration is Miami-based, reports to the Chief Strategy Officer (CSO) and is a transformative builder who converts vision into measurable enterprise value. As a member of the ELT and the CSO's principal operating partner, this executive translates board-approved innovation strategies into operational plans, investments, and outcomes across service lines and corporate functions.

Grounded in NCHS's pediatric mission and not-for-profit commitment, the VP advances innovation that improves outcomes, access, experience, and efficiency for children and families while strengthening community benefit and organizational sustainability. The VP brings deep business acumen and a strong grasp of the healthcare legal and regulatory environment, with fluency in considerations that shape strategy, partnerships, contracting, and commercialization. Operating in a matrix across strategy, operations, data and analytics, commercialization, and venture creation, the VP accelerates growth, performance, and impact for children and families.

The role serves as Managing Director of Children's Health Ventures (CHV), accountable for portfolio performance and P&L stewardship, and partners closely with Legal, Compliance, Finance, IT, and clinical leaders to scale innovations from concept to market. This executive operates as an architect and convenor—building shared strategy with enterprise leaders through influence, operating cadence, and disciplined governance rather than a hierarchical approach.

Guided by NCHS culture pillars—Collaboration, Responsibility, Empowerment, Advocacy, Transformation, Empathy—the VP advances a systemwide innovation engine that elevates care, drives operational excellence, and expands the organization's influence across the pediatric health ecosystem. This role drives outcomes through strategy clarity, operating cadence, and executive alignment in a matrixed environment; PMO, IT delivery resources, and corporate services remain in their respective reporting structures.

• Enterprise Strategy & Operating Model:
  Translate strategic goals into enterprise operating plans with prioritized initiatives, sequenced deliverables, and measurable success metrics across clinical, research, and corporate domains.
• Lead quarterly business reviews (QBRs), performance measurement, and executive reporting to the CSO and ELT; drive course correction and value capture in support of enterprise growth and performance metrics.
• Partner with the CSO and cross-functional leaders to establish annual financial goals and portfolio targets; deliver validated benefits, ROI, and transparent outcome reporting.
• Manage third‑party relationships tied to new ventures and strategic partnerships, including partnership structuring and contracting coordination; collaborate with Legal and Compliance on governance, regulatory diligence, and risk mitigation.
• CHV— Managing Director:
  Lead CHV deal flow, investment development, portfolio management, commercialization pathways, and P&L performance, consistent with enterprise governance and applicable legal/regulatory requirements.
• Lead preparation of materials to support investment, performance, and commercialization decisions.
• Partner closely with Legal and Compliance on contracting, risk mitigation, and commercialization execution; maintain accountability for IP strategy while Legal retains formal IP decision authority.
• Coordinate with Finance and operational leaders to define, track, and report value creation, including revenue, margin, cash flow, external funding, and strategic impact.
• Innovation Management, Enablement & Operating Discipline:
  Manage external strategic/growth consulting relationships—defining scope, deliverables, budgets, and performance expectations—so engagements produce tangible outcomes aligned with system priorities and contracting/procurement requirements.
• Leverage the existing PMO for project delivery support (PMO reporting remains separate); this role consumes PMO services rather than directing PMO priorities.
• In partnership with Marketing &…