Director of Human Resources

ENVITA

Director of Human Resources

Hands-On HR Builder-Operator | Integrated Employee Lifecycle | Organizational Effectiveness

Full-Time | $150,000 | Scottsdale, Arizona | Monday-Friday Day Shift | No Nights, Weekends, or Major Holidays | Reports to Vice President

POSITION OVERVIEW Envita needs a strategic, hands-on HR builder-operator who will personally design, develop, implement, and continuously improve an integrated employee-lifecycle operating system across a complex, multi-entity healthcare environment. The Director will report to the Vice President, lead the HR team, directly own Employee Relations and benefits, have direct access to Legal counsel, and exercise meaningful decision-making authority within established governance. This is not a large-team orchestration role. The Director must move directly from executive counsel and diagnosis into policy writing, process design, tool creation, manager training, program rollout, issue resolution, measurement, and refinement. The role will strengthen employee relations, performance management, leadership development, succession planning, learning and development, compensation governance, total rewards, compliance, HR service delivery, HR reporting, culture, engagement, retention, and HR team capability while maintaining clear functional boundaries with Talent Acquisition.

Role Architecture

Primary mandate

Build and lead an integrated Human Resources operating model that strengthens leadership effectiveness, employee performance, organizational culture, compliance, total rewards, development, retention, and the employee lifecycle across Envita.

Enterprise scope

Support Envita Medical Centers, Vertisis Custom Pharmacy, Envita Interventional Radiology, telemedicine programs, Oncology Online, administrative and shared-service functions, and future healthcare ventures or verticals.

Healthcare context

Operate credibly in a differentiated care environment combining conventional medicine, naturopathic and integrative approaches, precision medicine, specialty pharmacy, interventional radiology, telemedicine, outpatient cancer care, chronic-disease care, and Lyme disease treatment.

Leadership scope

Lead the HR team; advise executives and department leaders; establish HR governance, standards, service levels, reporting, and accountability; and serve as Envita's senior authority for Employee Relations and workplace investigations. The Director reports to the Vice President, owns end-to-end case strategy, works directly with Legal, and exercises decision-making authority within established governance and escalation standards.

Current team and operating reality

The Director will lead and work directly alongside the HR team. Employee Relations and benefits are included in the role; payroll is not. Talent Acquisition remains a separate function. The Director must personally build and execute core HR programs rather than depend on layers of specialists or a large team.

Functional boundary

Talent Acquisition remains a separate enterprise function with ownership of sourcing and recruiting strategy, external workforce intelligence development, PBH, recruiting technology, recruiting analytics, hiring-manager recruiting scorecards, source and technology ROI, and Quality-of-Hire methodology and reporting. Human Resources owns internal succession planning, employee development, and readiness.

Success horizon

Stabilize material HR risk and establish baselines within 30 days; design the prioritized HR operating roadmap within 60 days; launch a focused set of highest-priority improvements within 90 days; complete broader implementation across the core HR operating model within six months; and establish a scalable, trusted HR function within 12 months.

Why This Position Exists

Envita has grown into a differentiated healthcare enterprise with multiple entities, service lines, employee populations, leaders, clinical disciplines, business models, and organizational priorities. The next stage of growth requires a Human Resources function that can provide consistent governance and employee support without weakening Envita's entrepreneurial speed, mission, individualized care model, or people-centered culture.

The current need is broader than traditional HR administration. Envita requires a hands-on HR builder-operator who can connect employee relations, performance, leadership capability, learning, succession, compensation, total rewards, engagement, retention, compliance, service delivery, systems, and reporting into one integrated employee-lifecycle model. With a lean current structure, this person must personally create much of the architecture, content, tools, training, and rollout rather than simply assign the work to a large team. The Director must identify root causes, establish clear standards, coach leaders, strengthen accountability, and ensure that HR practices can scale across current and future entities.

Because Envita serves many patients who pay directly for care, the employee experience and the patient experience are closely connected. The Director must understand how leadership behavior, employee capability, communication, accountability, trust, and retention affect compassionate service and the experience of patients and families navigating cancer, chronic disease, Lyme disease, and other medically complex conditions.

The Opportunity to Shape Envita's Future

This is not a maintenance role. The selected leader will have the opportunity to build the HR operating architecture that supports Envita's future growth while protecting the organization, developing leaders, strengthening culture, and improving the consistency of the employee experience.

The successful Director will bring structure without unnecessary bureaucracy. This person must be able to move from executive counsel to employee-relations problem solving, from compensation governance to leadership development, and from policy design to measurable operational execution. Recommendations must become implemented practices, adopted leadership behaviors, reliable data, and sustained organizational results.

A Hands-On Builder-Operator Opportunity

Envita is not hiring a leader to sit above a large HR organization, delegate the core work through layers of specialists, and primarily orchestrate from a distance. The Director will lead and work alongside the HR team, with direct responsibility for Employee Relations and benefits. Talent Acquisition remains a separate function. The Director will report to the Vice President, have direct access to Legal counsel, and exercise meaningful decision-making authority within established governance and escalation standards.

The Director must enjoy being in the work. This person will personally diagnose needs, design solutions, draft policies and program content, build tools and workflows, train leaders, lead implementation, resolve adoption problems, measure results, and improve the programs after rollout. Thoughtful delegation will be important as the team develops, but the successful leader cannot depend on a large staff, outside consultants, or inherited centers of excellence to perform the core thinking and execution.

This is a substantial blank-slate opportunity and a major part of the role's appeal. The selected leader can shape Envita's performance-management system, leadership-development approach, succession process, learning and development model, compensation governance, total-rewards strategy, HR service-level agreements, employee-relations infrastructure, reporting, and operating cadence. The right person will find that level of ownership exciting rather than overwhelming.

Mission-Critical Employee Relations Authority

Employee Relations is one of the most important accountabilities of this position. The Director will serve as Envita's senior internal owner of employee concerns, workplace investigations, corrective-action strategy, conflict, conduct, attendance, accommodations, leave-related employment issues, and other sensitive employment decisions. This person must personally lead the work, make sound and defensible judgments, and ensure matters move to timely resolution.

The Director must be capable of working directly and confidently with internal or external Legal counsel and independently managing interviews, evidence review, investigation decisions, and ordinary case management. This role carries meaningful decision-making authority within established governance. Senior executives should be engaged only when their decision, authority, or awareness is genuinely required.

Within the first 60 days, the Director will establish written escalation criteria identifying which matters HR may resolve independently with Legal guidance and which must be elevated because they involve an executive, exceed delegated authority, or create material litigation, regulatory, financial, reputational, patient-safety, or enterprise risk. For significant matters, the Director will provide concise, no-surprise executive briefings focused on risk, recommended action, and decisions required.

Envita Integrated Talent Management and HR Operating Model

Envita's HR-owned integrated talent-management model begins after Talent Acquisition completes the accepted-candidate handoff. It connects the employee lifecycle so that onboarding, performance, development, succession, rewards, engagement, retention, employee relations, and compliance reinforce one another rather than operating as isolated programs.

Employee onboarding and integration

Own employee onboarding administration, required documentation, orientation, benefits enrollment, HRIS employee entry, policy acknowledgment, manager readiness, and early employee integration after the accepted-candidate handoff from Talent Acquisition.

Performance and accountability

Establish clear expectations, meaningful reviews, regular coaching, performance documentation, corrective action, recognition, and development actions.

Leadership development

Build manager capability in communication, coaching, accountability, conflict resolution, decision-making, employee relations, and consistent leadership practice.

Succession and internal readiness

Identify critical internal roles, assess readiness and risk, create development plans, review progress, and strengthen leadership continuity. External workforce intelligence, sourcing strategy, and recruiting remain Talent Acquisition responsibilities; internal succession planning and readiness remain HR responsibilities.

Learning and development

Prioritize learning based on compliance, leadership, employee performance, patient experience, operational capability, and career-development needs; measure completion and effectiveness.

Compensation governance

Own salary administration, classification, internal equity, promotional and market adjustments, incentive eligibility, exception governance, approvals, and documentation.

Total rewards

Evaluate and manage base pay, incentive governance, benefits, retirement, leave, paid time off, recognition, wellness, and other employee programs for competitiveness, value, cost, clarity, and consistency.

Engagement and retention

Identify employee-experience and retention risks; establish feedback mechanisms; strengthen trust, communication, recognition, and leadership accountability.

Employee relations and compliance

Provide fair, timely, consistent, confidential, and well-documented employee support, investigations, corrective action, accommodations, leave administration, policy governance, and risk management.

HR service delivery and reporting

Establish service-level agreements, case ownership, response and resolution standards, HR dashboards, trend analysis, executive insights, and continuous improvement.

Performance-Based Hiring Success Profile

This role will not be assessed primarily by years of experience, credentials, or a list of HR responsibilities. Candidates must provide specific evidence that they have delivered comparable outcomes in complex organizations and can build, implement, and sustain a modern HR operating model. Success will be measured through the following performance objectives.

1. Complete an Enterprise HR Diagnostic and Stabilize Material Risk

• From the first day, assume primary ownership of active Employee Relations matters and investigations while assessing employee relations, performance-management practices, policy and documentation quality, compliance exposure, compensation administration, total rewards, HR systems, employee records, leadership capability, succession readiness, learning programs, HR team capacity, service responsiveness, and reporting reliability.
• Create an HR risk register identifying issue severity, owner, required action, executive decisions, and target resolution dates.
• Ensure every material employee, investigation, compliance, documentation, compensation, or leadership issue has clear HR ownership, direct Legal partnership when warranted, and an escalation path that protects executive time while preventing surprises.
• Provide executive leadership with a concise assessment of immediate risks, operational weaknesses, strengths to preserve, and the highest-value improvement priorities.

2. Design and Implement a Scalable HR Operating Model

• Within 60 days, personally develop and present a prioritized HR operating-model roadmap covering governance, decision rights, HR team structure, policies, processes, systems, annual operating rhythms, stakeholder interfaces, and measurable service standards. The roadmap must identify what the Director will directly build, what the HR team can own or support, and where Benefits, Legal, Finance, IT, Operations, or other partners are required.
• Clarify responsibilities and handoffs among HR, Talent Acquisition, Legal/Compliance, Finance, IT, Operations, Benefits, and department leadership.
• Standardize enterprise practices where consistency creates value while preserving justified entity-specific or clinical differences.
• Within 12 months, establish a repeatable HR model capable of supporting additional entities, locations, services, and employee populations without rebuilding basic processes from the ground up.

3. Own Employee Relations, Investigations, and Employment Risk Management

• From day one, serve as the primary accountable leader for Employee Relations and workplace investigations. Within 90 days, stabilize active cases and implement the highest-priority intake, triage, documentation, Legal-coordination, case-ownership, and escalation standards. Complete the broader end-to-end Employee Relations and investigation operating framework within six months.
• Establish an HR case-management method that makes ownership, priority, Legal involvement, status, aging, next action, resolution, and required executive decisions visible without compromising confidentiality.
• Coach leaders to address conduct, attendance, conflict, and performance issues earlier, more consistently, and with stronger documentation.
• Within six months, demonstrate measurable improvement in case aging, investigation timeliness, documentation quality, defensibility, resolution effectiveness, repeat-issue prevention, and leadership confidence in HR judgment. Routine and complex matters within delegated authority should be resolved through HR and Legal without unnecessary executive involvement.
• Within 60 days, publish written Employee Relations decision rights and escalation criteria defining what the Director owns, when Legal must be engaged, when executives should be informed, and when an executive decision is required.
• Operate with a no-surprise standard: provide executive leadership concise briefings on genuinely material risk and recommended action, but do not make executives routine participants in investigations or ordinary employee-relations case management.

4. Build a Meaningful Performance-Management and Accountability System

• Within 90 days, assess current performance practices, define the priority design requirements, and address the most urgent gaps. Within six months, establish or finalize a performance-management framework connecting role expectations, measurable outcomes, feedback, coaching, documentation, development, recognition, and corrective action.
• Train leaders to set expectations, conduct effective performance discussions, distinguish capability from conduct issues, document objectively, and create actionable improvement plans.
• Achieve at least 95% completion of required performance activities after full implementation, subject to baseline and executive calibration.
• Use performance information to improve development, succession, retention, and leadership decisions while maintaining appropriate confidentiality and fairness.

5. Build Leadership Capability and Organizational Effectiveness

• Within 60 days, identify the most important leadership capability gaps affecting employee performance, culture, communication, accountability, retention, and patient experience.
• Within 90 days, launch focused manager support on the most urgent Employee Relations, documentation, expectation-setting, and escalation needs. Within six months, implement a broader manager-development program covering feedback, coaching, conflict resolution, respectful communication, accountability, and change leadership.
• Establish clear Envita leadership expectations and mechanisms for evaluating leadership behavior and effectiveness.
• Within six months, achieve at least 90% participation by designated people managers in required core leadership development and demonstrate improvement in selected leadership-effectiveness indicators.

6. Establish Succession Planning, Learning, and Internal Readiness

• Within 90 days, identify priority critical roles and define the succession-planning approach. Within six months, establish the methodology, including role criticality, risk, potential successors, readiness levels, and development actions.
• Complete initial succession-risk reviews for 100% of designated critical roles within six months, subject to executive confirmation of the critical-role list.
• Create targeted learning and development priorities tied to leadership needs, compliance, employee performance, patient experience, operational capability, and career growth.
• Measure learning participation, completion, application, and organizational impact rather than treating training attendance as the final outcome.

7. Establish Compensation Governance and Strengthen Total Rewards

• Within 90 days, assess compensation-governance risks and address urgent control gaps. Within six months, document compensation decision rights, approval requirements, internal-equity review, job-classification practices, salary-change processes, incentive eligibility, exception handling, and required documentation.
• Ensure 100% of material compensation actions follow approved governance after implementation.
• Complete an initial total-rewards assessment covering competitiveness, employee value, utilization, cost, communication, consistency, compliance, and alignment with Envita's workforce and culture.
• Within six months, present prioritized recommendations for compensation and total-rewards improvements with financial impact, implementation requirements, and decision points.

8. Install HR Service-Level Agreements, Reporting, and Continuous Improvement

• Within 60 days, define HR service categories, ownership, response-time expectations, resolution-time expectations, escalation standards, communication requirements, and measures of service quality.
• Within 90 days, establish baseline reporting for the most critical Employee Relations, risk, staffing, retention, benefits, leave, and service indicators. Within six months, publish a broader executive HR dashboard covering the full HR-owned employee lifecycle.
• Achieve at least 90% adherence to established HR service-level commitments within six months, subject to baseline and capacity calibration.
• Use HR trends and stakeholder feedback to identify systemic issues, improve processes, allocate resources, strengthen leadership practices, and support executive decisions.

30/60/90-Day and First-Year Success Roadmap

Timeframe

Primary Focus

Expected Evidence of Progress

First 30 Days

Listen, diagnose, stabilize

Assume ownership of active Employee Relations matters and investigations; establish direct Legal coordination; meet executive and functional leaders; assess HR risk, policies, performance, leadership capability, succession, learning, compensation, total rewards, HR systems, reporting, and team capacity; organize active priorities; establish the initial risk register and decision needs.

Days 31-60

Design the integrated HR model

Present the HR diagnostic and prioritized roadmap; publish Employee Relations decision rights and executive-escalation criteria; clarify functional boundaries; define integrated talent-management components; establish service-level expectations; design executive reporting; identify policy, system, team, and leadership-development priorities.

Days 61-90

Focused priority implementation

Stabilize active Employee Relations matters; launch essential intake, case-ownership, documentation, Legal-coordination, and escalation standards; address urgent policy, benefits, compensation-control, and performance risks; begin targeted manager support; establish critical baseline reporting; and finalize the sequenced six-month implementation plan.

By 6 Months

Demonstrate measurable improvement

Implement the broader Employee Relations and investigation framework, performance-management system, manager-development program, succession methodology, learning priorities, compensation governance, benefits and total-rewards improvements, HR service levels, and executive dashboard. Demonstrate measurable improvement in responsiveness, case quality, leadership capability, reporting reliability, and stakeholder confidence.

By 12 Months

Establish a scalable HR function

Demonstrate a connected employee-lifecycle system, a mature and independently functioning Employee Relations capability, reduced organizational risk, stronger leadership accountability, improved employee practices, reliable HR intelligence, effective service delivery, and an HR team capable of supporting Envita's continued growth and complexity.

Core Responsibilities

Hands-on execution expectation: Across every responsibility below, the Director is expected to move from strategy into direct design and implementation. This person will write, build, facilitate, train, launch, troubleshoot, measure, and refine the work alongside the team. The role is not structured for a leader who primarily delegates program creation to specialists or sits back while others execute.

Executive Partnership and Organizational Effectiveness

• Serve as a trusted advisor to executives and department leaders on employee, leadership, culture, organization, performance, compensation, compliance, and change matters.
• Identify organizational risks, leadership gaps, employee trends, structural issues, and root causes; recommend practical actions with clear ownership and measures.
• Support organizational change, entity integration, role clarity, decision rights, and leadership alignment.
• Provide objective counsel and respectfully challenge leaders when policy, fairness, employee impact, organizational values, or risk requires it.

Employee Relations and Risk Management

• Personally own and lead complex Employee Relations matters and workplace investigations from intake through resolution, including case strategy, interviews, evidence review, credibility assessment, documentation, findings, corrective-action recommendations, communication, and follow-through.
• Work directly and confidently with internal or external Legal counsel; ensure consistency, fairness, confidentiality, timeliness, documentation quality, defensibility, and compliance without reflexively transferring case ownership upward.
• Create clear case-management, decision-rights, escalation, root-cause, and trend-review practices, including defined thresholds for executive notification or decision.
• Coach managers to address concerns promptly and appropriately rather than transferring all accountability to HR, while remaining the senior owner of high-risk, sensitive, or complex matters.
• Resolve Employee Relations matters within delegated authority through HR and Legal whenever appropriate, protecting executive leadership from unnecessary participation in interviews, evidence review, and routine case decisions.
• Provide concise, no-surprise executive updates on material matters, clearly stating the risk, facts known, recommendation, and specific decision required.

Performance Management

• Design, implement, and administer performance expectations, reviews, coaching, feedback, documentation, recognition, improvement planning, and corrective action.
• Improve the connection between employee responsibilities, measurable outcomes, leadership accountability, development, and organizational priorities.
• Ensure underperformance is addressed early and high performance is recognized and developed.
• Provide reliable performance data for HR-owned development and succession processes and appropriate data interfaces with Talent Acquisition for Quality-of-Hire analysis.

Leadership Development and Organizational Capability

• Establish Envita leadership expectations and practical development programs for executives, directors, managers, and emerging leaders.
• Coach leaders on communication, accountability, conflict, feedback, decision-making, employee experience, and change leadership.
• Assess leadership strengths and gaps and recommend individual or organizational development actions.
• Measure leadership-development participation, application, and organizational impact.

Succession Planning and Internal Mobility Policy

• Identify designated critical roles and facilitate internal succession and talent-review discussions.
• Define readiness criteria, assess internal capability, document risk, and create development plans for potential successors.
• Track succession coverage and readiness over time while avoiding entitlement or predetermined promotion decisions.
• Own career development, performance history, succession-development processes, and internal-mobility policy; Talent Acquisition owns talent discovery, role marketing, candidate assessment, and selection support for open roles.

Learning and Development

• Conduct organizational learning-needs assessments and establish annual learning priorities and calendars.
• Oversee compliance, leadership, management, cultural, employee-development, and other role-relevant learning programs.
• Select appropriate learning methods, platforms, content, facilitators, and measurement approaches.
• Evaluate whether learning improves capability, performance, behavior, employee experience, patient service, or compliance.

Compensation Governance

• Develop and maintain compensation administration policies, decision rights, controls, documentation, and approval standards.
• Support job classification, salary administration, internal equity, promotions, market adjustments, merit changes, incentive eligibility, and exceptions.
• Partner with Finance and authorized executive leadership on compensation decisions and financial implications.
• Provide approved compensation ranges, internal-equity information, benefits, classification, and offer-administration requirements to Talent Acquisition without assuming ownership of external market strategy or candidate negotiation.

Total Rewards

• Evaluate and manage benefits, retirement, leave, paid time off, recognition, wellness, insurance, incentive governance, and other employee programs as assigned.
• Assess competitiveness, employee value, utilization, cost, administration, communication, compliance, and consistency.
• Improve employee understanding of the total value of working at Envita.
• Recommend changes based on employee needs, organizational priorities, market information, utilization, cost, and sustainability.

Compliance, Policy, and Governance

• Maintain compliance with applicable employment laws and the clinical, pharmacy, licensure, privacy, documentation, and workplace requirements relevant to Envita's operations.
• Oversee policy development, review, communication, acknowledgment, and consistent implementation.
• Ensure appropriate administration of leave, accommodations, wage-and-hour requirements, employee records, investigations, and employment decisions.
• Maintain audit readiness and protect confidential employee and organizational information.

HR Operations, Systems, and Employee Onboarding

• Ensure employee records and HRIS data are accurate, complete, secure, timely, and appropriately governed.
• Standardize HR workflows and improve efficiency without weakening controls or the employee experience.
• Own employee onboarding administration after Talent Acquisition transfers the accepted hire, including documentation, orientation, benefits, policy requirements, HRIS entry, and manager readiness.
• Evaluate HR technology, reporting, data, and workflow needs separate from recruiting systems and tools.

HR Service-Level Agreements and Reporting

• Define service categories, response and resolution expectations, case priority, ownership, escalation, communication, and stakeholder responsibilities.
• Produce recurring executive dashboards and analyses covering HR-owned employee-lifecycle measures and organizational risk.
• Distinguish facts, trends, interpretations, risks, and recommendations in executive reporting.
• Use missed service levels, recurring issues, and data-quality concerns to drive process, capacity, training, or accountability improvements.

Culture, Engagement, Retention, and Employee Experience

• Champion a professional, accountable, respectful, mission-driven, patient-centered, and people-centered culture.
• Establish meaningful employee feedback and engagement mechanisms and translate findings into action.
• Identify retention risks and recurring employee concerns; address underlying leadership, process, communication, development, or reward issues.
• Reinforce integrity, humility, gratitude, learning agility, respectful collaboration, confidentiality, and accountability.

HR Team Leadership

• Lead, coach, develop, and work directly alongside the Human Resources team, holding the team accountable for service, accuracy, confidentiality, judgment, responsiveness, and follow-through.
• Clarify roles, standards, priorities, performance expectations, escalation responsibilities, and development plans while personally carrying a meaningful share of complex design, employee-relations, leadership, and implementation work.
• Evaluate team capacity and capability and recommend structure, role, process, or technology changes where needed. Directly oversee benefits and partner closely with Legal, Finance, IT, Operations, and other organizational resources as appropriate.
• Build a collaborative, solutions-oriented HR team capable of supporting Envita's evolving complexity, but do not delay progress while waiting for additional headcount. The Director must be willing and able to personally create the initial programs, tools, standards, training, and operating routines.

Talent Acquisition and Human Resources Decision Boundary

The Director of Human Resources must be a strong partner to Talent Acquisition while respecting the separate ownership model established for Envita. Collaboration and data exchange are required, but HR does not oversee or approve Talent Acquisition strategy, methodology, technology, budgets, metrics, or operations.

Area

Decision Boundary

Workforce intelligence and recruiting strategy

Talent Acquisition owns sourcing and recruiting strategy, labor-market and external workforce intelligence, search priorities, recruiter capacity, and recruiting budget recommendations. HR owns internal succession planning and employee readiness and may provide relevant retention, performance, and employee data.

Role and success profile

Talent Acquisition and the hiring leader own PBH performance profiles, market calibration, sourcing strategy, interview design, evidence standards, and assessment methodology. HR provides classification, exempt-status, approved compensation, policy, accommodation, and compliance information.

Sourcing and recruiting

Talent Acquisition exclusively owns sourcing, recruiting, executive and physician search, candidate pipelines, outreach, candidate management, and recruiting vendors.

Recruiting technology

Talent Acquisition owns recruiting AI, ATS administration, sourcing platforms, recruiting workflow, vendor strategy, and recruiting technology ROI. HR owns HRIS employee records and HR technology needs after hire.

Compensation and offers

HR owns approved pay structures, internal equity, compensation administration, benefits, classification, and offer-administration requirements. Talent Acquisition owns candidate-market intelligence, offer positioning, negotiation, closing, and acceptance-risk management.

Onboarding handoff

Talent Acquisition owns pre-boarding communication and the accepted-candidate handoff. HR then owns employee onboarding administration, documentation, benefits, orientation, policy requirements, and HRIS employee entry.

Quality of Hire

Talent Acquisition owns Quality-of-Hire definition, methodology, scorecards, analysis, executive reporting, source validation, and hiring-manager accountability. HR provides relevant posted performance, retention, engagement, corrective-action, and employment-status data.

Internal mobility

HR owns career development, performance history, succession-development processes, employee relations, and internal-mobility policy. Talent Acquisition owns role marketing, talent discovery, candidate assessment, and selection support when employees apply for open roles.

Healthcare and Integrative-Medicine Leadership Experience

The ideal candidate will bring significant Human Resources leadership experience in healthcare, clinical services, or a similarly complex professional environment. Preference will be given to candidates who have supported oncology, cancer treatment, specialty or compounding pharmacy, telemedicine, interventional radiology, outpatient care, chronic-disease care, Lyme disease treatment, naturopathic medicine, integrative medicine, functional medicine, precision medicine, or multidisciplinary physician and provider practices.

The strongest candidate will understand the people and leadership demands of an organization that brings together conventional physicians, naturopathic physicians, pharmacists, nurses, interventional radiology professionals, clinical support teams, patient-facing employees, enrollment or service teams, and corporate functions. This leader must be comfortable working in an unconventional, entrepreneurial, and highly differentiated care environment while maintaining professional HR discipline and respect for clinical authority.

Experience in a primarily self-pay or out-of-pocket healthcare model is preferred but not required. Such experience is valuable because employee accountability, compassionate service, patient trust, confidentiality, communication, and the consistency of every interaction are especially important when patients and families are personally investing in complex care. The role should not be framed as requiring deep payer or reimbursement expertise; its primary focus is the employee lifecycle and organizational effectiveness.

Required Evidence of Capability

• Led Human Resources in a complex, multi-entity, multi-site, or rapidly changing organization and built systems that improved consistency without creating unnecessary bureaucracy.
• Personally designed, developed, and rolled out multiple HR programs with limited resources, showing direct ownership of diagnosis, program architecture, written content, tools, leader training, implementation, adoption, measurement, and continuous improvement rather than only sponsoring or delegating the work.
• Personally led high-risk Employee Relations matters and workplace investigations end to end, worked directly with Legal counsel, produced defensible findings and recommendations, resolved matters within delegated authority, and involved senior executives only when a genuine executive decision or material enterprise risk required it.
• Built or materially improved a performance-management system and demonstrated measurable adoption, quality, and business or employee impact.
• Created leadership-development practices that changed manager behavior, accountability, employee experience, or team performance.
• Implemented succession planning, talent reviews, readiness assessments, or internal development processes with visible follow-through.
• Created learning and development programs tied to defined capability, compliance, performance, leadership, or patient-service needs.
• Improved compensation governance, internal equity, classification, pay-change controls, or exception management.
• Evaluated or redesigned total-rewards programs using employee value, market competitiveness, utilization, cost, communication, and organizational priorities.
• Established HR service standards, case management, operating processes, dashboards, or analytics that increased responsiveness and executive confidence.
• Led and developed an HR team through growth, transformation, elevated expectations, or significant organizational change.
• Influenced executives and leaders through evidence, sound judgment, direct communication, and practical solutions rather than relying solely on policy authority.
• Balanced employee dignity and fairness with organizational accountability, patient-centered culture, operational needs, financial stewardship, and risk management.

Required and Preferred Background

Required

• Bachelor's degree in Human Resources, Business Administration, Organizational Development, or a related field, or equivalent relevant experience.
• Eight to ten or more years of progressive Human Resources experience, including meaningful HR leadership responsibility.
• Demonstrated deep, hands-on expertise in Employee Relations, workplace investigations, direct partnership with employment counsel, corrective action, conflict resolution, performance management, employment compliance, executive counsel, and organizational problem solving.
• Experience building or improving scalable HR policies, processes, systems, governance, service delivery, and reporting.
• Working knowledge of compensation administration, internal equity, total rewards, learning and development, succession planning, and employee engagement.
• Strong executive communication, influence, conflict-resolution, change-leadership, and confidential decision-making skills.
• Demonstrated ability and genuine preference to operate strategically and hands-on in a fast-moving, entrepreneurial, multi-entity environment with a lean team and significant blank-slate program-building responsibility.

Strongly Preferred

• HR leadership experience in healthcare, oncology, cancer clinics, specialty or compounding pharmacy, telemedicine, interventional radiology, outpatient care, chronic-disease care, Lyme disease treatment, or a comparable clinical environment.
• Exposure to naturopathic, integrative, functional, or precision-medicine practices and experience supporting multidisciplinary conventional and naturopathic providers.
• Experience supporting physicians, advanced practice providers, nurses, pharmacists, clinical support teams, patient-facing employees, and corporate functions.
• Experience in a primarily self-pay or out-of-pocket healthcare model where service quality, patient trust, employee accountability, and compassionate communication are critical.
• Experience supporting multiple entities, service lines, clinics, locations, or business units.
• Experience leading HR transformation, organizational development, service-level design, executive HR reporting, or HR technology and data improvements.
• SHRM-SCP, SPHR, SHRM-CP, PHR, or comparable professional certification.

Leadership and Behavioral Competencies

Executive credibility

Communicates clearly, exercises sound judgment, remains composed under pressure, and earns the confidence of executives, leaders, employees, and professional partners.

Courage and constructive challenge

Raises risk early, delivers difficult messages directly and respectfully, and challenges decisions when policy, fairness, culture, employee impact, or organizational risk requires it.

Employee-relations judgment

Separates facts from assumptions, assesses credibility, investigates objectively, works directly with Legal counsel, makes defensible findings and recommendations, resolves matters within delegated authority, and escalates to senior executives only when genuinely required.

Business and healthcare acumen

Understands how HR decisions affect operations, patient experience, productivity, cost, leadership capacity, retention, organizational risk, and the needs of clinical and nonclinical teams.

Systems thinking

Connects performance, leadership, development, succession, rewards, engagement, employee relations, retention, service delivery, and data rather than treating them as isolated programs.

Operational discipline

Creates clear processes, owners, documentation, timelines, service standards, dashboards, escalation paths, and follow-through.

Builder-operator orientation

Moves fluidly from strategy to direct execution. Personally designs processes, writes policies and tools, facilitates sessions, trains leaders, leads rollouts, resolves implementation defects, measures adoption, and improves programs without waiting for a large specialist team.

Change leadership

Introduces structure and accountability without creating unnecessary disruption, bureaucracy, or loss of entrepreneurial speed.

Coaching and development

Builds manager and HR-team capability through practical expectations, feedback, tools, training, coaching, and accountability.

Confidentiality and integrity

Protects sensitive information, avoids favoritism, handles difficult matters professionally, and maintains credibility across all levels of the organization.

People-centered accountability

Treats employees with dignity and respect while maintaining clear performance, conduct, policy, and organizational standards.

Learning agility

Rapidly understands Envita's unique care model, entities, culture, leadership dynamics, and evolving organizational needs.

Patient-centered perspective

Recognizes that leadership behavior, employee capability, and the employee experience directly affect compassionate, trustworthy, and consistent patient service.

Envita Culture and Leadership Expectations

• Patient-first judgment: HR practices and leadership decisions must strengthen compassion, trust, service quality, safety, dignity, and the patient experience.
• Ownership and accountability: The leader addresses difficult matters, establishes clear ownership, makes defensible decisions, and follows through rather than hiding behind policy, committees, ambiguity, Legal counsel, or unnecessary executive escalation.
• Loyalty and integrity: Handles confidential employee, leadership, clinical, and organizational information with honesty, maturity, and discretion.
• Humility and gratitude: Learns Envita's history, respects the people who built the organization, and listens before imposing change.
• Learning agility: Absorbs complex clinical and business information quickly and adapts without losing judgment or strategic focus.
• Respectful, mission-driven alignment: Operates professionally and respectfully within Envita's mission-driven, values-based culture.
• Bias toward action: Moves matters toward resolution while maintaining appropriate Legal, clinical, financial, policy, and executive review; knows the difference between keeping executives informed and making them manage the case.
• Balanced advocacy: Supports employees and leaders fairly without becoming an advocate for one side at the expense of facts, standards, accountability, or organizational integrity.

Candidates Most Likely to Thrive

• A healthcare or complex-services HR builder who has personally created and implemented programs while remaining accessible, practical, and deeply involved in day-to-day execution.
• A leader who can advise executives in the morning, coach a manager through a difficult employee matter midday, and review compensation, succession, or HR data in the afternoon.
• A builder who is energized by ambiguity, a lean team, multiple entities, changing priorities, and a substantial blank-slate opportunity to create Envita's HR operating system.
• A leader comfortable supporting conventional and naturopathic providers, pharmacy, telemedicine, interventional radiology, patient-facing teams, and corporate functions without trying to impose a one-size-fits-all model.
• A person who can protect the organization, strengthen accountability, and still maintain empathy, dignity, and a people-centered approach.
• A leader who is equally comfortable drafting a policy, creating a manager toolkit, facilitating a leadership workshop, handling a sensitive investigation, building a dashboard, and presenting recommendations to executives.
• A leader who measures whether programs, policies, and training changed outcomes rather than equating activity with success.
• A calm, authoritative Employee Relations leader who can handle emotionally charged and high-risk matters, work directly with Legal, make difficult recommendations, and protect executive time without creating surprises.

Candidates Likely to Struggle

• Transactional HR administrators who are strongest at processing requests but have limited evidence of executive influence, system design, leadership development, or organizational change.
• Leaders who describe themselves as strategic but cannot show that they personally designed the program, created the tools and content, trained the users, led the rollout, solved implementation problems, and measured the result.
• Policy-only leaders who default to rules and bureaucracy without understanding business context, employee experience, clinical operations, or practical implementation.
• Leaders who expect Talent Acquisition, sourcing, recruiting, PBH, recruiting technology, or Quality of Hire to report into HR despite Envita's established separate operating model.
• Candidates whose experience is primarily directing large, heavily specialized HR organizations and who require extensive specialist support, consultants, or additional headcount before they can make progress.
• Leaders uncomfortable with Envita's entrepreneurial, integrative, naturopathic, multidisciplinary, primarily self-pay, and mission-driven healthcare environment.
• Candidates who avoid difficult employee or executive conversations, delay decisions, or fail to document and follow through.
• Program-oriented leaders who can launch initiatives but cannot demonstrate adoption, measurable impact, sustained accountability, or continuous improvement.
• Leaders who routinely escalate difficult Employee Relations matters to senior executives, depend on executives to direct investigations, or use Legal counsel as a substitute for HR judgment and ownership.

First-Year HR Scorecard

Scorecard Area

Measures of Success

Employee relations and risk

Case aging; investigation timeliness; documentation quality; defensibility; resolution effectiveness; repeat issues; Legal coordination; adherence to decision rights; matters resolved within delegated HR authority; appropriate executive escalation; absence of avoidable surprises; audit, litigation, or legal exposure.

Performance management

Completion and timeliness; quality of expectations and feedback; improvement-plan follow-through; reduction in unresolved performance issues; recognition and development.

Leadership development

Manager participation; demonstrated behavior change; leadership effectiveness; employee feedback; reduction in preventable escalation; executive confidence.

Succession and readiness

Critical-role coverage; successor readiness; development-plan progress; leadership-risk visibility; internal advancement readiness.

Learning and development

Required completion; participation; application; capability improvement; compliance impact; connection to defined performance or organizational needs.

Compensation and total rewards

Governance compliance; exceptions; internal-equity findings; benefits utilization; employee understanding; cost and value analysis; timeliness and accuracy.

Compliance and policy

Audit findings; policy completion; leave and accommodation administration; required training; documentation accuracy; corrective actions completed.

HR service delivery

Response and resolution times; SLA adherence; employee and leader satisfaction; escalation volume; accuracy; ownership; follow-through.

Culture, engagement, and retention

Employee feedback; retention patterns; leadership accountability; recurring concerns; engagement actions; evidence of organizational follow-through.

HR team capability

Role clarity; service consistency; judgment; data accuracy; accountability; development progress; stakeholder confidence.

Hands-on program build and implementation

Priority programs personally designed and launched; usable policies, tools, workflows, and training produced; implementation milestones met; manager adoption; issues resolved; measurable outcomes; progress made without dependence on a large team or excessive consulting support.

HR reporting and insight

Dashboard timeliness; data reliability; trend identification; risk visibility; usefulness of recommendations; executive decision support.

Interview Evidence Requirements

Evidence Area

What Strong Evidence Must Show

Hands-on builder-operator capability

At least two examples in which the candidate personally diagnosed the need, designed the program, wrote or built the materials and tools, trained leaders, led rollout, corrected implementation problems, measured adoption and impact, and improved the program while working with a lean team.

Integrated HR operating model

Evidence the candidate personally assessed, designed, implemented, and sustained a connected HR model rather than only administering inherited programs.

Employee relations

At least two complex Employee Relations or workplace-investigation examples showing end-to-end personal ownership, objective fact-finding, credibility assessment, documentation, direct partnership with Legal counsel, risk judgment, defensible findings, difficult recommendations, resolution within delegated authority, appropriate executive escalation, and an outcome that did not require senior executives to become routine case managers.

Performance management

A system improvement with measurable adoption and evidence that manager behavior, employee accountability, or organizational performance improved.

Leadership development

A practical intervention that changed leadership capability or behavior and how the candidate measured the result.

Succession planning

A process that made critical-role risk visible, improved readiness, and led to concrete development or placement decisions.

Learning and development

A program tied to a defined capability or compliance need, with evidence of application and impact beyond attendance.

Compensation governance

An example involving internal equity, classification, salary administration, incentive governance, or exceptions and the resulting controls or outcomes.

Total rewards

An analysis or redesign that balanced employee value, competitiveness, utilization, communication, cost, and organizational priorities.

HR service delivery and analytics

Evidence of establishing service levels, case management, dashboards, or reporting that changed executive decisions or improved stakeholder experience.

Healthcare leadership

Evidence of supporting clinical and nonclinical employee populations in healthcare, oncology, pharmacy, telemedicine, outpatient care, chronic disease, integrative medicine, or a comparable complex environment.

Executive influence

A situation in which a senior leader initially disagreed and the candidate influenced a better decision through evidence, judgment, and constructive challenge.

HR team leadership

Evidence of elevating capability, accountability, structure, service, and confidence within an HR team during growth or change.

Exceptional Success After One Year

FIRST-YEAR OUTCOME After 12 months, Envita should have a Human Resources function that is trusted by employees, respected by leaders, relied upon by executives, and capable of supporting organizational growth without losing consistency, accountability, legal discipline, compassionate service, or its people-centered culture. The Director should have established a mature Employee Relations function that independently manages sensitive matters and investigations in direct partnership with Legal, provides executive leadership no-surprise visibility into material risk, and protects them from unnecessary involvement in routine case management. The Director should also have personally built and operationalized the highest-priority HR programs with the lean existing team, proving that strategy has translated into usable tools, manager adoption, measurable results, and a scalable foundation for future growth.

• A clear, scalable, and implemented HR operating model with defined governance, decision rights, service standards, reporting, and annual operating rhythms.
• Major HR programs have been personally built and put into operation by the Director and the lean HR team, with evidence of manager adoption, measurable impact, and continuous improvement rather than plans that remain conceptual or dependent on future staffing.
• A mature Employee Relations function in which complex matters and investigations are handled consistently, promptly, confidentially, and defensibly by the Director working directly with Legal; executive leadership receives no-surprise visibility into material risk but is not routinely pulled into case management.
• A meaningful performance-management system that strengthens expectations, feedback, accountability, development, and recognition.
• More capable and accountable managers with practical tools and stronger leadership behaviors.
• Visible succession risk, readiness, and development actions for designated critical roles.
• Learning and development tied to actual capability, compliance, performance, leadership, and patient-service needs.
• Disciplined compensation governance, stronger internal-equity visibility, and a prioritized total-rewards strategy.
• Reliable HR service-level performance and executive reporting that identifies trends, risks, and recommended actions.
• A stronger, clearer, more accountable HR team with improved stakeholder confidence.
• A productive partnership with Talent Acquisition that preserves TA ownership of sourcing and recruiting strategy, external workforce intelligence, PBH, recruiting technology, recruiting analytics, hiring-manager recruiting scorecards, source and technology ROI, and Quality of Hire, while HR owns internal succession planning and employee readiness.

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