Head of Project Management and Resourcing

Full-time

Fenway Health is entering a new phase - building a Strategy Office to ensure that growth is not just well planned, but successfully delivered. In a healthcare environment shaped by shifting funding streams, evolving reimbursement, and increasing policy pressure on the communities Fenway serves, making the right strategic choices is only part of the challenge. Fenway is committed to not just deciding where to grow, but delivering on those decisions - reliably, efficiently, and without compromising the care it already provides.

The Director, Project Management sits at the center of that commitment. Reporting to the Chief Strategy Officer, this role is responsible for turning growth decisions into reality-launching new service lines, integrating partnerships, and ensuring each initiative is executed on time, on budget, and in alignment with Fenway's mission. Working across clinical, operational, financial, and administrative teams, the Director identifies risks before they materialize and builds the coordination required to bring complex initiatives across the finish line.

Starting as a hands-on individual contributor, this role is designed to grow into leadership, with a clear path to building and leading a team as the portfolio expands. Decides directly: the launch plan, the integration plan, the sequencing, the risk and decision logs, and the readiness criteria themselves. Recommends: readiness certification for handing a venture to Operations, and the recovery plan whenever a milestone slips.

Convenes: cross-functional project and integration teams under a written charter issued by the Chief Strategy Officer with the Chief Executive Officer's endorsement. Participation by functional leaders in a chartered project team is an expectation of those leaders, not a favor to this role.

Fenway will not leave a venture stranded between two executives who both have reasons to wait.

Portfolio ceiling: while this is a single-person function, no more than three ventures are carried in active launch or integration at one time. Leads launch planning for new service lines across clinical readiness, staffing, billing, space, marketing, and patient access.

Makes sure every launch plan includes HRSA, FQHC, licensure, and other regulatory requirements, confirmed with Compliance. No venture goes live without documented sign-off from Compliance.

Works in partnership with the Director of Business Development on the hard parts of each project, so that each launch has the best chance of success. The seam between the two roles is deliberate and fixed: the Director of Business Development owns the business case, the go/no-go criteria, and the baselines a venture will be judged against; this role owns delivery against those baselines, readiness certification, and the handoff to Operations. Where the two disagree about whether a venture is performing to case, the Chief Strategy Officer decides.

Keeps one portfolio view of approved ventures for the Executive Committee and the Board, showing where each venture stands against plan, what is at risk, and what decision is needed next.

Sets and maintains the decision points that govern each stage of a venture, from approval through handoff to Operations, including who decides what.

Partnership and Affiliation Integration

Leads operations and systems integration for new ventures, coordinating work across finance, people, clinical operations, compliance, information technology, revenue cycle, pharmacy, communications, and facilities.

Owns the integration plan, the milestones, the risk log, and the decision log.

Leads the people and culture side of integration with the People team and clinical leadership, including communication to affected staff, role clarity, and retention risk. Tracks what is holding each project up, and brings risks and decisions to the Executive Committee and the Board on a regular schedule.

Owns the readiness criteria for handing a venture to Operations and recommends when a venture has met them. Partners with internal and external stakeholders, particularly Operations and Finance, to make change management work.

Builds simple, useful tools and templates that help teams rather than add work.

The measures below are evergreen: they apply in the first year of the role and in every year after it, and they are the basis of the annual performance conversation.

Ventures land. They launch when the plan said they would, at the cost the plan said they would, without destabilizing the operations Fenway already runs.

Compliance sign-off is documented before every launch without exception. Risks reach the Executive Committee while there is still time to act on them, not in the postmortem.

Operations accepts what it is handed. Ventures transfer against written readiness criteria and stay stable after transfer. Operations is not quietly absorbing an unfinished launch.

The playbook, the checklists, and the readiness criteria are used by people other than this Director, and would survive this Director's departure.

This role has regular access to confidential information about partnership and affiliation discussions, including information about other organizations. The Director maintains strict confidentiality about those discussions and discloses actual or potential conflicts of interest - including past, current, or prospective relationships with any organization under evaluation - in accordance with Fenway Health's conflict of interest policy.

Adheres to all agency and departmental policies and procedures

Participates in quality assessment and improvement activities as requested

Adheres to established safety policies, procedures and precautions; Serves on agency committees and in professional organizations when requested

Bachelor's degree or equivalent professional experience required; Master's degree in Healthcare Administration, Business Administration, Public Health, or a related field preferred.

Seven (7) or more years in project or program management, integration, or healthcare operations, including leading large, multi-team projects.

Proven success leading cross-functional projects, ideally including the integration of a new business line or an affiliated organization in healthcare.

Experience leading work in a clinical environment, with clinicians whose first accountability is patient care rather than a project timeline.

Comfort building a function from scratch and working hands-on, without a team or an established office in place.

Working knowledge of healthcare operations; Demonstrated ability to hold cross-functional teams to milestones through a written charter and a clear escalation path rather than through personal persuasion alone, and to manage several priorities at once.

Demonstrated ability to work effectively with LGBTQ+ communities, people living with HIV, and populations that have faced barriers to care, and to reflect that understanding in analysis and recommendations. Qualifying evidence includes any of the following: prior professional work serving these populations; or demonstrated fluency, in a work sample or case discussion, in how obligations to these communities constrain a business decision. Understanding of how mission obligations shape business decisions in a safety-net setting, including where Fenwood Health will decline an opportunity that would make money.

Experience in community health centers, FQHCs, health systems, or safety-net healthcare.

PMP, Lean, Agile, or change management training (useful but not required).

Familiarity with EHR rollouts, telehealth, or multi-site operations.

Ability to effectively communicate in person, over the phone, and through email and other electronic communication

Ability to sit at a computer station for extended periods of time

including comprehensive medical and dental insurance plans, generous paid time off, commuter benefits, and more.

LGBTQIA+ identified persons, Black, Indigenous, and other people of color (BIPOC), and individuals from other historically underrepresented communities are strongly encouraged to apply.

Anticipated hiring salary is typically toward the beginning of the posted salary range, with higher placement for candidates whose skills, experience, and qualifications significantly exceed the position's minimum requirements.