Division Director of Patient Intake

Job Description

Job Description

ENVITA DIVISION

Division Director of Patient Intake

Performance-Based Hiring Profile

$150-$185 K

Build a scalable, patient-first intake and nurture system that creates trust, clarity, accurate care-path assignment, and a seamless next step for every qualified patient.

First-tier telephone team ownership; care-path assignment across Envita Medical Center, Envita Interventional Radiology, and Envita Insights.

Role Facts

Field

Definition

Location

Scottsdale, Arizona | Full-Time | On-Site

Reports to

Senior Director of Enterprise Growth and Sales

Division scope

Envita Medical Center, Envita Interventional Radiology, and Envita Insights (Tele-Oncology) — first-tier telephone team across all three companies

Direct reports

Future positions - Intake Manager; Team Leads; Care Path Coaching Lead; Nurture Campaign Lead; Intake CRM Coordinator 

Frontline teams

Patient Care Educators; Lead Nurture Specialists; Intake CRM Coordinators

Primary lens

First contact, discovery, care-path assignment, lead qualification, nurture progression, CRM completeness at intake

Experience gate

Significant telephone sales leadership experience required — has personally built or run a measurable outbound and inbound telephone team

Strategic Role Definition

The Envita Division needs one accountable leader for the first patient contact across all three companies. Every inquiry — regardless of source, channel, or intended care path — lands in this team first. What happens in that first conversation determines whether Envita earns the right to help the patient, whether the correct care path is identified, and whether the patient advances into Patient Conversion – tier2, with the trust and context required to close. This role owns the discipline, dialogue, and management system that make first-tier intake a reliable predictor of enrollment.

The role is a sales-organized director, not just a call-center supervisor. It builds a real management system, coaches educators to run the Envita Care Path Conversation Framework consistently, and deploys the technology and automation that let a growing team maintain quality at scale.

Mission

Mission

Build and lead a disciplined, measurable, educator-led first-tier telephone team that receives every Envita inquiry with warmth and structure, discovers each patient's situation and goals accurately, assigns the correct care path — Tele-Oncology, ACCEL, or Full Care — with integrity, and hands off cleanly to Patient Conversion with the context required for downstream conversion.

Why This Role Exists

• Lead position and department sales and operational upgrades and design improvements by leveraging technology, automation, AI, and other such tools for enhanced sales intake, communication, training, operations and lead nurturing.
• First-contact quality is the single largest determinant of downstream conversion and patient trust — it cannot be left to chance or personality.
• Care-path assignment is a consequential judgment that must be consistent, accurate, and clinically appropriate across every educator on every shift.
• Speed-to-lead, contact rate, and qualified progression are core enterprise metrics that require disciplined management, not aspirational targets.
• Patient Care Educators need coaching cadence, call audits, certification, and a written playbook — not just phones and enthusiasm.
• The Care Path Conversation Framework must be operationalized across every educator on every shift, and its execution must be measurable.
• Nurture cadences, lost-lead reactivation, and CRM completeness are functions that only produce revenue when they are managed as a system.

Exceptional Success After the First Year

After twelve months, Envita has one accountable first-tier telephone team with clear standards, measurable performance, and a real management system. Speed-to-lead, contact rate, and qualified progression are trended monthly and improve against baseline. Care-path assignment is audited against the Conversation Framework with a documented rubric, and assignment appropriateness is measured through downstream reassignment rate and clinical concurrence. Handoff to Patient Conversion meets a defined data-completeness Service Level Agreement. Every educator has a coaching plan, a certification path, and a scorecard. Automation and AI have been deployed to enhance the educator conversation, operational and design improvements.

Authority and Decision Rights

• Recommend intake-related operational, staffing, lead nurturing design upgrades and improvements - technology, automation, and AI investments to the Senior Director of Enterprise Growth and Sales.
• Establish first-tier intake standards, staffing pattern, shift coverage, and management cadence.
• Own the operational execution of the Envita Care Path Conversation Framework and require adherence.
• Audit calls, deliver corrective coaching, certify educators, and initiate performance-improvement plans in partnership with Admin/P&C - performance and coaching.
• Set speed-to-lead, contact-rate, qualified-progression, CRM-completeness, and call-quality targets for the intake team.
• Approve intake nurture cadences and lost-lead reactivation programs within brand, clinical, and compliance guardrails.
• Escalate care-path assignment disputes, clinical suitability concerns, and inappropriate patient claims to Clinical authority and Compliance.

Accountability

Authoritative accountability

The Division Director of Patient Intake is accountable for the operational performance of the first-tier telephone team, the quality of care-path assignment, the reliability of the handoff to Patient Conversion, and the integrity of the intake conversation as measured by patient trust and downstream conversion. Clinical authority for suitability and clinical judgment is retained by clinical leadership; this role is accountable for the framework in which those decisions are surfaced and escalated.

SMART Key Performance Objectives

KPO 1: Establish the First-Tier Intake Baseline

• Business purpose. Create a fact-based view of current intake performance across all three companies before making structural changes.
• SMART required outcome. Within the first 60 days, complete an intake diagnostic covering current staffing, shift coverage, source mix, speed-to-lead, contact rate, qualified progression, care-path assignment patterns, call quality, CRM completeness, handoff quality to Patient Conversion, nurture cadences, and lost-lead volume.

Evidence of success

• Every intake metric has a documented definition, data source, current baseline, and named owner.
• Intake staffing is mapped against inbound volume patterns and gaps are identified.
• Call-quality baseline is established with a rubric anchored to the Care Path Conversation Framework.
• The intake diagnostic is presented to the Senior Director of Enterprise Growth and Sales with prioritized recommendations.
• Required collaboration. Growth Analytics validates data sources; Operations provides current handoff realities; Admin/P&C provides workforce and training records.
• Boundary protection. The diagnostic identifies opportunities and gaps; it does not change the operating model. Changes require executive approval.

KPO 2: Operationalize the Care Path Conversation Framework

• Business purpose. Ensure every educator can execute the Framework consistently and that assignment appropriateness is measurable.
• SMART required outcome. Within 90 days, ensure the deployment of the Envita Care Path Conversation Framework as the intake standard, with an accompanying call-audit rubric, coaching cadence, certification requirement, and assignment-appropriateness measurement. Create and utilize a training certification all PCE’s must pass prior to independent phone work. Continue with constant, consistent, and reliable improvements and enhancement to this model. 

Evidence of success

• 100% of educators are certified against the Framework before independent phone work.
• Weekly call audits are completed and coaching is documented in the LMS.
• Care-path assignment is scored on a rubric covering discovery, differentiation, recommendation, alignment, barriers, and close.
• Assignment appropriateness is measured monthly using downstream reassignment rate and clinical concurrence.
• Required collaboration. Admin/P&C governs training records and certification; Clinical authority validates assignment criteria; Marketing aligns talk-tracks to campaign claims.
• Boundary protection. Framework operationalization does not modify clinical suitability criteria — those changes require Clinical authority.

KPO 3: Install Speed-to-Lead, Contact-Rate, and Qualified-Progression Discipline

• Business purpose. Ensure inbound and outbound intake performance meets executive-approved service levels.
• SMART required outcome. Within 120 days, implement approved SLAs and SOPs for speed-to-lead, contact rate, and qualified progression, with real-time visibility, exception routing, and a documented corrective-action rule for missed SLAs or not adhering to SOPs. Identify any breakdowns in process or results, look for underlying reasons and execute creative solutions. Work with Senior Directors as necessary.

Evidence of success

• Speed-to-lead against the approved SLA is measured and trended weekly.
• No qualified lead exceeds the approved contact-attempt cadence without a named owner and documented exception.
• Contact-rate and qualified-progression trends are reported to the Senior Director of Enterprise Growth and Sales monthly with variance root cause.
• SLA misses trigger documented corrective action within the coaching cadence.