EHI - Vice President, Strategic Value & Integration Management

Position Summary:

The Vice President, Strategic Value & Integration Management provides enterprise leadership for two co-equal functions: the Strategic Value Office and Integration Management. The VP establishes and continuously advances a disciplined enterprise framework for initiative intake, evaluation, prioritization, governance, portfolio oversight, capacity management, dependency visibility, and value realization. In this capacity, the role helps EHI translate strategy into action by shaping enterprise priorities, evaluating major investments and initiatives, and ensuring that organizational changes, strategic initiatives, and transactions deliver their intended value.

The Vice President serves as a strategic partner to the Chief Operating Officer, executive leadership, affiliate presidents, and senior leaders, bringing an enterprise view to decisions about where EHI should focus, how resources should be deployed, what risks and dependencies must be addressed, and whether expected results are being achieved.

The Vice President leads the enterprise approach to strategic portfolio management and integration, including material transactions, and establishes the governance, accountability, and decision-making structures needed to move complex work forward. The role does not replace the authority or subject-matter expertise of functional or affiliate leaders; rather, it ensures that enterprise priorities are aligned, decisions are made, accountability is clear, and results are delivered.

Position Duties & Responsibilities:

Strategic Value & Portfolio Management

• Shape and lead EHI’s enterprise approach to strategic priorities and major investments, advising executive leadership on which initiatives to pursue, how to sequence them, and where to allocate resources.
• Establishes and maintains an enterprise view of strategic initiatives and investments, identifying capacity constraints, competing priorities, dependencies, and risks that may affect EHI’s ability to execute its strategy, bringing this to the Governance Committee for decision making
• Align major initiatives and investments with EHI’s strategic plan, annual priorities, and budget process, ensuring that resource decisions reflect enterprise value and strategic intent.
• Establish and govern the enterprise portfolio governance model, including decision rights, review cadence, escalation thresholds, and executive reporting.
• Lead the Enterprise Business Governance Committee, setting the agenda, driving issues to decision, and holding owners accountable for follow-through.
• Shape the decision support provided to executive leadership and the Board, ensuring that reporting and analysis clearly convey progress, risk, decisions required, and results achieved.
• Define enterprise standards for expected value, outcomes, and success measures for major initiatives, investments, and integrations.
• Establish value-realization methodologies, evaluate post-implementation performance against intended benefits, and ensure lessons learned, corrective actions, and realized value are regularly reported to executive leadership and governance committees.

Integration Management

• Lead affiliate onboarding and integration, establishing the enterprise approach that governs each transaction from due diligence through implementation, stabilization, and optimization.
• Lead due diligence for material transactions, including acquisitions, affiliations, consolidations, partnerships, newly formed organizations, service lines, and ventures.
• Direct the overall process, set timelines and accountability across functional workstreams, drive the identification and resolution of material issues, and own the final due diligence package and the recommendations it carries to executive leadership. Functional leaders remain responsible for detailed review within their areas of expertise.
• Establish the integration strategy, governance structure, timelines, accountabilities, and decision routines for each transaction.
• Direct enterprise integration strategy and accountability across functional and affiliate leaders, including Operations, Clinical, Finance, HR, IT, Quality & Compliance, Legal, Marketing & Communications, Revenue Cycle, Facilities, and Business Development, ensuring that critical workstreams are aligned, decisions are made, and organizational readiness is achieved.
• Hold the enterprise integration process accountable for progress, risk mitigation, resource constraints, and timely decision-making, bringing material issues and recommendations forward to executive leadership.
• Advise and challenge affiliate and functional leaders on readiness, implementation, and adoption, ensuring the organization is prepared to absorb change before it is deployed.
• Lead post-integration stabilization and optimization, driving standardization of processes, shared capability, and adoption of proven practices across the enterprise.
• Evaluate integration results against expected value and apply lessons learned to future transactions.

Performance & Decision Support

• Establish the enterprise standard for measuring and reporting on major initiatives and integrations, covering progress, outcomes, benefits, and risk.
• Assess issues that could affect timing, resources, outcomes, or value, and drive the plans required to resolve them.
• Advise executive leadership and Board committees, bringing forward analysis, recommendations, and the decisions required of them.
• Partner with Finance and functional leaders on business cases, financial analysis, expected benefits, and post-implementation reviews, challenging assumptions where enterprise value or feasibility is at risk.

Change & Adoption

• Set enterprise change-management and readiness expectations for major initiatives and integrations.
• Lead the enterprise approach to communication, adoption, and transition of major changes into ongoing operations.
• Ensure that major initiatives and integrations have clear ownership, measurable outcomes, and sustainable implementation plans before they are considered complete.
• Drive consistent processes, continuous improvement, and shared practices across EHI while respecting affiliate and functional expertise.

Leadership & Partnerships

• Advise and challenge the Chief Operating Officer, the executive leadership team, affiliate presidents, and senior leaders on enterprise priorities, major initiatives, and integrations.
• Build and lead the Strategic Value Office and integration management team, including analysts, program managers, and coordinators as assigned, and scale the function as EHI grows.
• Resolve cross-functional and cross-affiliate conflicts involving priorities, resources, timing, and accountability, using enterprise objectives to drive alignment and decision-making.
• Foster a culture of accountability, transparency, collaboration, and results.

Decision-Making Authority

The Vice President has enterprise-level responsibility for shaping and overseeing the processes used to evaluate strategic priorities, allocate resources, manage major initiatives, and execute integrations. The Vice President makes recommendations to the Chief Operating Officer and Governance Committee regarding enterprise priorities, initiative sequencing, resource allocation, integration strategy, governance, and value realization, and is accountable for ensuring that approved priorities move forward with clear ownership and appropriate executive oversight.

The Vice President has authority to establish enterprise processes for initiative intake, evaluation, prioritization, portfolio oversight, capacity and dependency visibility, strategic alignment, governance support, and value realization within the scope of the role. Functional and affiliate leaders retain accountability for decisions within their areas of expertise and operational responsibility, including clinical, technical, regulatory, financial, facilities, and day-to-day operational matters.

The above statements are intended to be a representative summary of the major duties and responsibilities performed by incumbents of this job. The incumbents may be requested to perform job-related tasks other than those stated in this description.

Key Skills & Competencies:

• Enterprise leadership and strategic judgment, including the ability to lead strategic value management and integration management as co-equal enterprise priorities.
• Ability to evaluate competing priorities and make recommendations based on enterprise value, risk, capacity, and strategic alignment.
• Executive influence and decision leadership across organizational boundaries, including board-level reporting, meeting leadership, negotiation, and conflict resolution.
• Ability to challenge assumptions, surface difficult issues, and drive decisions without direct authority over all parties.
• Systems thinking and the ability to connect strategy, investment, organizational capacity, execution, and results.
• Financial and operational acumen sufficient to evaluate major investments, business cases, organizational implications, and expected value.
• Ability to establish accountability and drive execution through leaders rather than personally owning functional work.
• Ability to lead through ambiguity, complexity, and competing interests while establishing clear structure, accountability, and measurable outcomes.
• Portfolio management expertise, including initiative intake, prioritization, capacity planning, dependency and risk management, governance, and benefit realization.
• Integration leadership, including affiliate onboarding, post-merger and affiliation planning, workstream alignment, stabilization, optimization, and sustained adoption.
• Change management and organizational readiness expertise in complex, multi-entity organizations.
• Collaborative leadership style with high integrity, sound judgment, cultural awareness, and commitment to EHI’s mission and values.

Position Qualifications:

• Bachelor’s degree in business administration, healthcare administration, nursing, finance, organizational leadership, project or program management, or a related field required; master’s degree preferred.
• Minimum of 10 years of progressive leadership experience, including significant responsibility for strategy execution, portfolio management, organizational transformation, operations, or integration work.
• Demonstrated experience establishing, leading, or advancing a portfolio, strategic value, governance, or project and program management function.
• Demonstrated experience leading organizational integration, mergers, acquisitions, affiliations, partnerships, multi-site implementations, or comparable transformation efforts.
• Experience leading complex initiatives involving executive leaders, multiple departments, budgets, timelines, risks, dependencies, and measurable outcomes.
• Healthcare leadership experience is strongly preferred; multi-entity, multi-affiliate, hospice, palliative care, home-based services, PACE, or clinical operations experience preferred.
• Pro forma development experience preferred.
• PMP, PgMP, PfMP, Lean Six Sigma, Prosci, change-management, or integration-related certification preferred.