VP of Delivery

What the VP of Delivery actually does This is not a role for someone who only knows how to do the technical work personally. That instinct matters and this person needs enough credibility to earn the team's respect, but the actual job is different: this person is expected to know when personally doing on-site or technical work is the right call and, more importantly, when it is not. If a client has a recurring emergency, this role should already be asking whether the right answer is a contracted field resource, a staffing change, or a pricing conversation with the client, not just showing up again. If you cannot walk into an interview and talk through, with real numbers, how you would decide between building internal headcount, using contracted overflow resources, and personally absorbing the work, and how each choice affects margin, this role is not a fit. This is a business and margin judgment role built on top of real technical credibility, not a bigger version of a hands‑on field job. Read this before you apply This is not a role for someone who only knows how to do the technical work personally. That instinct matters and this person needs enough credibility to earn the team's respect, but the actual job is different: this person is expected to know when personally doing on-site or technical work is the right call and, more importantly, when it is not. If a client has a recurring emergency, this role should already be asking whether the right answer is a contracted field resource, a staffing change, or a pricing conversation with the client, not just showing up again. If you cannot walk into an interview and talk through, with real numbers, how you would decide between building internal headcount, using contracted overflow resources, and personally absorbing the work, and how each choice affects margin, this role is not a fit. This is a business and margin judgment role built on top of real technical credibility, not a bigger version of a hands‑on field job. This person owns the delivery organization across both National Data Solutions and RevTech Partners: the local IT and managed‑security service line that supports small dental practice clients, and the RevTech Partners product suite (InsightFlow, NDS DataVault, ExoComp, ReconIQ, Payer‑IQ, ClaimVision, and Denial‑IQ) deployed into larger enterprise healthcare accounts. On the enterprise side, engagements are also supported by MaximizeRCM consultants, who bring the deep operational and clinical RCM expertise (billing workflows, coding, payer rules, and the day‑to‑day realities of running a revenue cycle). This role owns the technology and data side of that work and the business model behind delivering it profitably. In practice, that means building and running a delivery organization, not just a delivery team. This person designs the resourcing model itself: how much is covered by internal hires, how much by contracted or 1099 overflow capacity, and where the line sits between the two as volume grows or shrinks. When a client situation escalates, this person is the one deciding whether the right response is to send someone on‑site personally, deploy a contracted resource, or have a pricing and scope conversation with the client, and is comfortable making that call under real time pressure. This person also owns the financial health of delivery: margin by engagement type, cost per deployment, and where the practice is quietly losing money without anyone noticing. This person also owns the relationship with the development team that builds and improves the company's operating system: the shared processes, templates, and dashboards the delivery organization runs on. Rather than personally identifying every improvement, this person is expected to have already built a version of this kind of system before and to bring a point of view on what a mature one looks like, prioritizing the roadmap of improvements based on where they will move margin, retention, or delivery reliability the most. How we will know it is working Success in this role is measured against a specific set of numbers, reviewed quarterly. Some of these don't exist today as a working baseline. Establishing a defensible baseline quickly, and improving it, is part of the job, but this role is expected to move faster on that than a more junior hire would, given the experience this position requires. Delivery margin. Maintain or improve gross margin on delivered engagements across both NDS and RevTech work, with a specific target to be set jointly with the CEO once a real baseline exists, expected within the first two quarters. On‑time delivery. At least 90% of RevTech deployments live within the contracted 14-day SLA per practice, and at least 90% of NDS local IT project work landing within the timeline quoted to the client, achieved through the team and resourcing model this role builds, not through personal execution. Account retention and growth. 100% retention of enterprise healthcare accounts at each contract renewal point, no more than 5% annual churn across the NDS local IT client base, and a target of 10 to 15% net revenue growth within existing accounts annually through expansion of scope or additional product adoption. Resourcing efficiency. A defined mix of internal versus contracted delivery capacity, with a target utilization rate for internal delivery staff, and a documented, defensible rationale each quarter for any case where this person personally executed client work rather than deploying the team or contracted resources. Escalation rate. Fewer than 10% of engagements requiring the CEO to get personally pulled in to resolve a scope, delivery, or account problem. Operating system maturity. A steady, prioritized stream of process, data, and dashboarding improvements shipped with the development team each quarter, with clear before‑and‑after evidence of impact on margin, retention, or delivery reliability. How compensation is tied to that Base salary is $200,000 to $225,000, set based on experience. The bonus, up to 30% of base, is not discretionary. It is split across the metrics above: 30% of the bonus is tied to delivery margin, 25% to account retention and growth, 20% to on‑time delivery and escalation rate combined, 15% to resourcing efficiency, and 10% to operating system maturity. Each piece pays out based on where the actual number lands relative to target, not an all‑or‑nothing cutoff, so partial performance still earns a partial payout. The intent is the same as it is anywhere else in the company: this person should always know exactly where they stand, in dollars and percentages, not in vague impressions of how things are going. Stakeholder management and reporting to the CEO This role reports directly to the CEO and carries real autonomy over how delivery is resourced and priced, within the margin and retention targets above. This person needs to be equally comfortable managing sophisticated, sometimes difficult conversations with enterprise clients (CFOs, VPs of IT, VPs of Revenue Cycle) and with keeping the CEO genuinely informed, not just reassured, about delivery economics, account health, and where the business is exposed. That means bringing the CEO problems with a recommended path forward, not just a status update, and knowing what a client needs to hear to trust that an issue is being handled well, even when that message is different from what's being reported internally. Deep clinical or operational RCM expertise (billing, coding, payer rules) is not required since that is covered by MaximizeRCM's consultants. What matters more is fluency with the data and systems side of revenue cycle work, gross versus net revenue reporting, contractual adjustments, reserves, and how denials show up in the underlying data, along with comfort under HIPAA, HITECH, and SOC 2 Type II requirements given the client base, and real experience running a delivery or professional services function as a business, not just as a set of projects. Equal Employment Opportunity Statement NDS does not discriminate against otherwise qualified applicants for any of its open job opportunities, specifically in regard to age, race, sex, sexual identity, religious belief, national origin, disability, veteran status, or any other status protected by applicable law. #J-18808-Ljbffr