SVP Job Miami Florida USA,Management

Client

Summary:

Digital health company providing an integrated virtual care platform that helps provider organizations manage chronic conditions remotely and at scale
Delivers a turnkey model spanning patient enrollment, activation, care coordination, billing, and RCM as a white-labeled extension of the provider's existing program
Helps health systems and physician groups build new revenue streams through chronic care programs without adding operational burden
Combines remote patient monitoring, AI-guided care coordination, and population analytics into a single streamlined platform
Positioned in the growing chronic care management and remote patient monitoring market with a full-service partnership model designed for rapid deployment

Position Responsibilities:

Talent acquisition. The full recruiting function, including clinical hiring at volume and specialized corporate hiring. Speed, quality, cost per hire, and an employer brand that competes for nurses and care staff against health systems and every other virtual care company.
Total rewards. Compensation philosophy, leveling and pay bands across two very different labor markets (clinical and corporate), equity strategy and administration, benefits design, and the partnership with finance on payroll and workforce cost planning.
People operations, HRIS, and compliance. Systems and data, onboarding and offboarding, employee relations, policy, and multi-state employment compliance. This includes the operational realities of a clinical workforce: licensure and credentialing coordination, shift and coverage planning, and the HIPAA and security training obligations that come with handling patient data.
Time away from work. We will be direct, because you would find this in your first month anyway. Attendance, PTO, protected leave, and accommodation are not governed here the way they should be. We operate across states with protected sick leave and states without it, and today a single absence can consume hours of supervisor, clinical leadership, and HR time because we have no clear model separating what the law protects, what payroll does, and what a manager actually approved.

It costs us coverage, it costs us leadership time, and it is wearing our managers down.
This is your first priority, and it is a real one: a no-fault attendance framework, a protected leave matrix across our states, an operational impact process built with clinical leadership, an HRIS configuration that reflects the policy, reporting leadership can use, and managers trained to apply all of it. Our internal team has already framed the problem and drafted a governance model, so you would be joining a partner who has thought hard about this, not starting from nothing.

To be clear about intent, this is a governance and capacity redesign, not an effort to make leave harder to take. If that work energizes you rather than exhausts you, we should talk.
Building our clinical leaders. Most of our clinical supervisors came up through the care team and are leading for the first time. We intend to invest in them rather than replace them, which means partnering closely with clinical leadership to build real management capability. We are looking for someone whose instinct is to coach and train rather than to document and write up.
People metrics and reporting. The staffing funnel KPIs, retention data, engagement measures, and workforce capacity reporting our executive team needs to manage growth. You would build that layer, because it does not exist yet in a form we can run the business from.
Culture, learning, and internal communications. You own culture as a deliverable, not as a byproduct. We are fully remote, so connection, recognition, and shared identity have to be designed and run on a schedule rather than left to happen on their own. You will own company-wide programming end to end: all-hands, lunch and learns, outside speakers who bring us new thinking, recognition and awards programs, manager training, and an onboarding experience that makes new hires feel bought into the mission from day one.

Planning it, scheduling it, running it, and measuring it. A distributed team should feel like it is on the same thing together rather than sitting in separate departments that never have a reason to talk.

Required Experience and Qualifications:

Senior People leadership experience (VP level or above) at a company of comparable scale and complexity, with a track record of scaling rather than maintaining.
Direct experience leading…