Vice President of Interventional Services

Day - 08 Hour (United States of America) This is a Stanford Health Care Tri-Valley job.

A Brief Overview

The Vice President of Interventional Services serves as the senior executive leader responsible for creating, leading, and maturing a unified Interventional and Procedural Services Platform across Stanford Health Care Tri-Valley. The role provides executive accountability for the procedural continuum, including Operating Rooms, Cath Lab, Interventional Radiology, Sterile Processing and Instrument Operations, Pre/Post Procedural Care and Procedural Recovery, Endoscopy, procedural scheduling and access, procedural materials and supply chain, platform quality and safety, business operations, capital planning, and performance analytics. Reporting to the President & CEO, the Vice President leads the platform in a triad model with the Senior Director of Procedural Nursing and Clinical Operations and the Platform Medical Director. The role establishes the strategic direction, governance model, operating rhythm, performance dashboard, and decision-rights structure needed to improve procedural access, reliability, patient safety, workforce engagement, physician alignment, and financial performance. The Vice President partners closely with physician leaders, nursing leaders, Stanford Medicine partners, service lines, Finance, Quality, Human Resources, Supply Chain, Information Technology, Facilities, and external stakeholders to align procedural growth and operational execution with organizational priorities. The role is accountable for reducing operational silos, strengthening regulatory readiness, elevating sterile processing as a core clinical operations function, and creating one accountable leadership structure for the full procedural continuum.

Locations

Stanford Health Care Tri-Valley

What you will do:

Strategic Leadership and Governance

Develop and execute the multi-year strategy for the Interventional and Procedural Services Platform, aligned with Stanford Health Care Tri-Valley and Stanford Medicine priorities. Chair or executive sponsor the Interventional Services Executive Council and ensure disciplined governance for procedural strategy, access, capacity, quality, safety, capital, staffing, supply chain, and financial performance. Define decision rights for block time, procedural access, staffing models, capital prioritization, standardization of policies, quality escalation, vendor governance, and supply standardization. Represent platform priorities to executive leadership, board committees, physician leaders, and enterprise stakeholders.

Operational Excellence and Platform Integration

Provide executive oversight for OR, Cath Lab, Interventional Radiology, Endoscopy, Pre/Post/PACU/Procedural Recovery, Sterile Processing, scheduling/access, and procedural business operations. Establish cross-platform standard work for daily readiness, case flow, add‑on management, turnover performance, recovery throughput, SPD/OR coordination, and escalation of operational constraints. Lead integration across procedural areas to reduce variation, improve room and block utilization, strengthen first-case on‑time starts, reduce cancellations, and improve procedural access. Ensure sterile processing, high‑level disinfection, instrument readiness, case cart reliability, equipment readiness, and preference card accuracy are treated as core platform reliability functions.

Quality, Safety, and Regulatory Oversight

Ensure the platform meets applicable regulatory, accreditation, licensure, infection prevention, radiation safety, contrast safety, sedation safety, surgical/procedural safety, and high‑level disinfection standards. Establish a monthly quality and safety review structure to assess adverse events, near misses, infection prevention events, retained item risks, reprocessing compliance, procedural complications, and other key safety indicators. Use performance dashboards, safety event data, registry data, and operational analytics to identify risk, prioritize improvement, and monitor sustained performance. Promote a Just Culture and high‑reliability approach to procedural safety, escalation, accountability, and learning.

Dyad/Triad Partnership and Physician Alignment

Partner with Medical Directors and specialty medical directors for Surgery/OR, Cath/Interventional Cardiology, Interventional Radiology, Endoscopy/GI, and Anesthesia/Perioperative Medicine. Align specialty‑specific operational priorities with physician access, case appropriateness, clinical quality, peer review, scheduling, block governance, equipment needs, and procedural growth. Create transparent forums for resolving surgeon, proceduralist, anesthesia, nursing, SPD, and access issues in a timely and accountable manner.

Workforce, Culture, and Leadership Development

Lead leadership development, succession planning, engagement, workforce planning, change management, and talent development across the interventional platform. Set clear expectations for managers and directors, including accountability for C‑I‑CARE, staff engagement, competency completion, productivity, safety culture, and regulatory readiness. Partner with Human Resources and nursing leadership on performance management, role clarity, labor considerations, recruitment, onboarding, retention, and change readiness.

Financial, Business, and Capital Management

Develop and influence operating and capital budgets for the platform and ensure accountability for budget performance, productivity, premium pay, call utilization, supply expense, implant and device cost, and return on strategic investments. Partner with Finance and Business Operations to develop dashboards for labor productivity, case costing, block utilization, room utilization, supply cost per case, implant cost per case, denials related to documentation or authorization, and contribution margin by procedural area. Lead capital prioritization and multi‑year capital planning for procedural growth, technology, equipment replacement, and infrastructure reliability.

Key Performance Metrics

Procedural access, room utilization, block utilization, first‑case on‑time starts, turnover time, add‑on performance, cancellation rate, recovery length of stay, and pre‑procedure readiness. Quality and safety outcomes, including procedural complications, infection prevention indicators, sedation adverse events, radiation dose outliers, contrast events, retained item events, specimen labeling defects, endoscope reprocessing compliance, and sterilization biological indicator failures. Operational reliability indicators, including tray accuracy, missing instrument rate, case cart completeness, preference card accuracy, equipment downtime, vendor tray compliance, implant documentation accuracy, and supply stock‑out rate. Financial performance, including labor productivity, overtime and call utilization, premium pay, supply cost per case, implant cost per case, capital utilization, and procedural contribution margin. Workforce indicators, including vacancy, turnover, engagement, certification, competency completion, workplace safety events, and call burden.

Employee Responsibilities

Employee must perform all duties and responsibilities in accordance with the C‑I‑CARE Standards of the Hospital. C‑I‑CARE is the foundation of Stanford Health Care Tri‑Valley’s patient experience and represents a framework for patient‑centered interactions. These principles apply to ALL employees: SHC Commitment to Providing an Exceptional Patient & Family Experience. Stanford Health Care sets a high standard for delivering value and an exceptional experience for our patients and families.

Patient Experience Pillars

The C‑I‑CARE is the foundation of Stanford’s patient‑experience and represents a framework for patient‑centered interactions. Simply put, we do what it takes to enable and empower patients and families to focus on health, healing and recovery. You will do this by executing against our three experience pillars, from the patient and family’s perspective: Know Me: Anticipate my needs and status to deliver effective care Show Me the Way: Guide and prompt my actions to arrive at better outcomes and better health Coordinate for Me: Own the complexity of my care through coordination.

Equal Opportunity Employer

Stanford Health Care (SHC) strongly values diversity and is committed to equal opportunity and non‑discrimination in all of its policies and practices, including the area of employment. Accordingly, SHC does not discriminate against any person on the basis of race, color, sex, sexual orientation or gender identity and/or expression, religion, age, national or ethnic origin, political beliefs, marital status, medical condition, genetic information, veteran status, or disability, or the perception of any of the above. People of all genders, members of all racial and ethnic groups, people with disabilities, and veterans are encouraged to apply. Qualified applicants with criminal convictions will be considered after an individualized assessment of the conviction and the job requirements.

Base Pay Scale

Generally starting at $144.49 - $192.65 per hour The salary of the finalist selected for this role will be set based on a variety of factors, including but not limited to, internal equity, experience, education, specialty and training. This pay scale is not a promise of a particular wage.

Few great things are ever truly done alone.