VP Transformation and Enterprise Execution

Job Description

Job Description

Role Summary
The Vice President, Transformation & Enterprise Execution is responsible for leading the Hopebridge Transformation Office and serving as the CEO's strategic execution partner. This leader translates enterprise strategy into action, aligns leaders around the organization's highest-priority work, and ensures critical initiatives are governed, resourced, sequenced, measured, and delivered with discipline. Acting as the connective tissue across the Officer Team, functional leaders, field leadership, and execution teams, the VP drives enterprise governance, operating cadence, performance management, analytics, value realization, and organizational change management. The role requires the judgment and influence to challenge assumptions, accelerate action when progress is lagging, and slow initiatives when additional planning, stakeholder alignment, sequencing, or risk mitigation is required.

This is a highly operational transformation leadership role. The successful candidate will be equally comfortable shaping the enterprise transformation agenda, building the operating system to manage it, and rolling up their sleeves to solve cross-functional execution challenges. They must build credibility quickly by helping leaders clarify ownership, make decisions, remove barriers, and focus on the few priorities that matter most. The VP does not replace functional leaders or absorb operational accountability. Rather, this role ensures business functions collectively execute against enterprise priorities by creating alignment, driving accountability, surfacing risks, and ensuring commitments translate into measurable outcomes.

Success in this role will be measured by the organization's ability to establish a durable Transformation Office, improve speed and quality of decision-making, create a single enterprise view of performance, reduce cross-functional execution friction, and deliver measurable progress against Project Uplift and other strategic priorities. Responsibilities Enterprise Transformation & Execution Strategy

• Lead Hopebridge's enterprise transformation operating system, translating strategic priorities into a sequenced roadmap with clear owners, milestones, dependencies, KPIs, risks, and expected business outcomes.
• Serve as the enterprise integrator across Operations, Clinical, Finance, Talent, Technology, Compliance, Growth, and Communications to ensure transformation work is aligned to enterprise priorities and value creation.
• Partner with the CEO and Officer Team to identify the few priorities that matter most and ensure leadership time, resources, and decision-making are focused accordingly.
• Establish the discipline to distinguish activity from impact, ensuring initiatives are measured by outcomes rather than volume of work.

Transformation Office Leadership

• Stand up and lead the Transformation Office, including governance structure, meeting cadence, initiative intake, prioritization, portfolio reviews, progress reporting, and escalation pathways.
• Create practical standards, templates, and tools for initiative charters, milestone tracking, risk management, benefit realization, decision logs, and executive reporting.
• Ensure Project Uplift and other enterprise initiatives are managed through a consistent operating rhythm that provides transparency into progress, decisions needed, risks, and value delivered.
• Build the organizational muscle required to sustain transformation beyond individual projects by embedding discipline into the broader operating model.

Executive Alignment & Operating Cadence

• Design and manage the executive operating cadence required to govern enterprise priorities, including leadership forums, monthly operating reviews, initiative reviews, decision forums, and CEO follow-up mechanisms.
• Help leaders move at the right pace: accelerating action when work is stalled and slowing efforts when risks, dependencies, readiness gaps, or unclear ownership could create rework or change fatigue.
• Prepare CEO-ready materials, decision briefs, issue summaries, and follow-up actions that enable timely, informed executive decisions.
• Track commitments made by senior leaders and ensure accountability for follow-through, escalation, and resolution.

Performance Management, Analytics & Value Realization

• Partner with Finance, Analytics, Technology, Operations, and functional leaders to establish the enterprise scorecard and single source of truth for transformation and operating performance.
• Define and monitor leading indicators, KPIs, benefits, and risks tied to enterprise priorities, including access, intake conversion, clinician capacity, utilization, workforce stability, revenue cycle, margin, and center performance.
• Use data to surface emerging risks, execution gaps, cross-functional dependencies, and business performance trends before they become larger operational or financial issues.
• Support CEO, Board, and executive reporting with clear, credible, action-oriented analysis and recommendations.

Cross-Functional Governance & Leader Accountability

• Create governance forums that clarify decision rights, resolve cross-functional tradeoffs, remove barriers, and prevent work from stalling between functions.
• Differentiate between leaders who participate in the work and leaders who are accountable for outcomes, ensuring ownership is named, visible, and reinforced.
• Constructively challenge senior leaders when assumptions are unclear, progress is lagging, priorities are misaligned, or plans lack operational readiness.
• Drive transparency into execution misses, unresolved decisions, dependencies, resource constraints, and risks requiring leadership action.

Change Management, Readiness & Adoption

• Ensure major initiatives include practical change plans, stakeholder impact assessments, communication strategies, training/readiness support, adoption measures, and sustainability plans.
• Coordinate initiative sequencing and messaging to reduce confusion, duplication, and change fatigue across field and corporate teams.
• Partner with Communications, Talent, Clinical Operations, and functional leaders to equip leaders with clear narratives that explain what is changing, why it matters, what support is available, and what is expected.
• Create feedback loops that surface frontline barriers, adoption risks, and operational friction quickly so leaders can respond with practical support.

Strategic Initiative Sequencing & Risk Management

• Assess enterprise initiatives based on business impact, operational readiness, capacity, dependencies, risk, and change burden.
• Recommend sequencing decisions that balance urgency with discipline, ensuring the organization can execute critical work without overwhelming teams or creating avoidable rework.
• Identify risks early and escalate unresolved issues to the CEO and appropriate executive forums with options, tradeoffs, recommendations, and decisions needed.
• Ensure strategic initiatives are connected to measurable value creation and that benefits are tracked through implementation, adoption, and sustained performance.

Required Skills Education

• Bachelor's degree required.
• Master's degree in Business Administration, Healthcare Administration, Operations, Organizational Leadership, Strategy, or related field strongly preferred.
• PMP, Lean Six Sigma, change management, operational excellence, or comparable transformation certification preferred but not required.

Experience

• 10+ years of progressive leadership experience in enterprise transformation, strategy execution, operations, consulting, PMO/TMO leadership, operational excellence, business operations, or performance improvement.
• Proven success leading complex, enterprise-wide transformation initiatives across multiple functions, ideally in a multi-site, healthcare, services, or field-based operating environment.
• Demonstrated ability to work directly with CEOs, executive leadership teams, Boards, private equity sponsors, or senior operating leaders to translate strategy into measurable execution plans and outcomes.
• Experience standing up or leading a Transformation Office, enterprise PMO, operating cadence, governance model, or cross-functional portfolio management capability.
• Strong experience building performance management systems, KPIs, dashboards, operating reviews, and value realization tracking that connect operational execution to financial and strategic outcomes.
• Experience operating in a high-growth, private equity-backed, turnaround, scaling, or performance-driven environment where speed, accountability, transparency, and value creation are essential.
• Demonstrated success influencing senior leaders without direct authority and driving accountability across complex, matrixed organizations.
• Experience leading change management, communications, stakeholder engagement, adoption planning, or organizational readiness efforts tied to enterprise transformation.

Competencies

• Executive Integrator: Able to connect strategy, operating priorities, leadership alignment, governance, analytics, and execution into one coherent enterprise operating system.
• Enterprise Operator: Moves seamlessly between executive-level strategy and practical execution, with a bias toward solving real operating problems rather than creating process for process's sake.
• Constructive Challenger: Has the judgment and executive presence to challenge assumptions, push for clarity, and hold leaders accountable while maintaining credibility and trust.
• Pacemaker and Sequencer: Knows when to accelerate progress and when to slow work down to address readiness gaps, dependencies, risk, stakeholder alignment, or change burden.
• Analytical Business Leader: Uses data, KPIs, leading indicators, and financial insight to identify risk, prioritize work, and drive informed decision-making.
• Governance Builder: Creates disciplined decision forums, escalation pathways, operating cadences, and accountability mechanisms that make execution visible and sustainable.
• Change Leader: Understands that implementation is not the same as adoption and builds the communication, readiness, stakeholder engagement, and feedback mechanisms needed to make change stick.
• High-Accountability Influencer: Comfortable influencing without authority, resolving conflict, navigating ambiguity, and driving progress across senior leaders and cross-functional teams.
• Strategic Communicator: Synthesizes complex issues into clear narratives, decision options, executive updates, and Board-ready materials.
• Results Orientation: Operates with urgency, discipline, practicality, and follow-through while balancing near-term performance with long-term capability building.

Success Measures

• Transformation Office established with clear governance, cadence, roles, decision rights, tools, reporting, and escalation pathways.
• Project Uplift and other strategic initiatives translated into a sequenced enterprise roadmap with named owners, milestones, dependencies, KPIs, risks, and value targets.
• Executive team operates from a consistent cadence and single enterprise view of priorities, performance, risks, decisions, and progress.
• Improved speed and quality of decision-making across cross-functional initiatives, with fewer stalled workstreams and clearer escalation paths.
• Leaders demonstrate stronger accountability for outcomes, commitments, timelines, and benefits realization.
• Enterprise scorecard, dashboards, and operating reviews provide actionable visibility into leading indicators, performance trends, and execution risk.
• Major initiatives include practical change plans, readiness support, stakeholder communication, adoption measures, and sustainability mechanisms.
• Improved sequencing of initiatives reduces duplication, rework, unmanaged dependencies, and organizational change fatigue.
• Board and executive stakeholders have increased confidence that transformation priorities are being executed with discipline, transparency, and measurable business impact.
• The Transformation Office becomes a scalable enterprise capability that enables Hopebridge's clinical, operational, financial, workforce, and growth objectives.