Vice President, Patient Services and Innovation

Vice President, Patient Services and Innovation

Job Group: Affordable Care | Job Subgroup: Operations | Reports to: Chief Operating Officer

Location: Remote | Travel: Domestic and international travel as needed

JOB PURPOSE

The Vice President, Patient Services and Innovation builds and scales capabilities that generate incremental scheduled consults and revenue, improve patient experience, and increase practice efficiency. The role leads the established inbound call center and builds a new outbound capability from an early pilot, expands the work delivered centrally, and uses technology and operational innovation to capture new sources of enterprise value.

This executive defines the function’s mandate and opportunity roadmap, quantifies and prioritizes opportunities, and builds the teams, workflows, and partnerships required to deliver results. The VP owns the centralized services P&L and full budget, including staffing, service partners, and technology investments, and leads through strong operational leaders responsible for inbound and outbound delivery.

Reporting to the Chief Operating Officer, the VP works closely with Marketing, Insurance, Field Operations, Technology, and Finance. The role owns call center schedule rate and the results of centralized growth initiatives; Field Operations retains ownership of show rate, practice conversion, and practice scheduling rules and availability. Marketing remains a close partner in demand generation, patient follow-up, and reactivation.

GENERAL DUTIES AND RESPONSIBILITIES

Define and capture new sources of value

• Define the evolving mandate for centralized services; identify opportunities across patient access, demand recovery, patient support, and work currently performed in practices.
• Build and prioritize a portfolio of opportunities using expected incremental revenue, patient experience, practice capacity, cost, feasibility, and time to value. Translate priorities into funded business cases and executable plans.
• Design approaches to reach distinct patient populations, including patients who did not schedule, did not show, or did not proceed with treatment; align targeting, timing, messaging, and follow-up with Marketing and relevant clinical and operational partners.
• Test opportunities, learn from results, and scale effective approaches. Change or stop investments that do not deliver their intended value.

Grow inbound scheduling and outbound recovery

• Own call center schedule rate and improve the capture of schedulable demand through effective workflows, agent capabilities, routing, and coordination with practices.
• Lead centralization of schedulable demand in partnership with Field Operations, Marketing, and Insurance; quantify the consult growth and resource requirements associated with expansion.
• Build a new outbound capability from an early pilot: define the business case, targeting strategy, operating model, staffing and BPO capacity, workflows, tools, and measurement. Prove incremental commercial value, establish repeatable execution, and scale the approaches that work.
• Partner with Finance and Data to measure results from contact through scheduling, attendance, treatment, and revenue. Use credible baselines or comparison groups where practical to distinguish incremental value from activity or revenue that would have occurred otherwise.
• Identify scheduling and handoff barriers with field leaders; improve execution within agreed practice rules and surface constraints that require changes in practice availability or operations.

Apply technology and AI to improve results

• Own the business roadmap for technology and AI within centralized services, informed by emerging capabilities and practical opportunities to improve workflows, patient experience, and commercial outcomes.
• Define business needs, expected benefits, investment requirements, and success criteria; partner with Technology on solution evaluation and vendor selection. Technology owns technical architecture and integrations.
• Lead operational design, pilots, adoption, and scaling of capabilities such as agent assistance, coaching, workflow automation, intelligent routing, and patient outreach.
• Measure technology investments against business outcomes, including scheduling effectiveness, service quality, agent proficiency, productivity, and cost to serve; establish appropriate human oversight with Technology, Clinical, and Compliance partners.

Expand centralized services with practices

• Proactively identify and build services that move work from practices into effective centralized delivery, with business cases that demonstrate patient, commercial, or productivity benefits.
• Coordinate service design and prioritization with Field Operations and Marketing; establish clear ownership, handoffs, service expectations, and communications before launch.
• Pilot new services with practices, validate readiness and results, and scale with the training, support, and performance visibility required for sustained adoption.

Lead the business and develop the organization

• Own the centralized services P&L, annual plan, forecasts, and investment decisions within approved authority. Manage staffing, partner, and technology economics with Finance.
• Lead and develop the inbound call center leader and outbound leader; empower operational ownership while maintaining accountability for service reliability, quality, capacity, and commercial results.
• Build a cohesive culture across distributed internal teams and service partners. Establish clear performance expectations and develop leadership capacity as the function expands.
• Own the cost and service delivered by third-party business process outsourcing (BPO) partners. Lead partner relationships, contract negotiations and renewals, service-level agreements, pricing, capacity planning, performance reviews, and corrective action in partnership with Procurement; recommend and execute decisions to expand, select, or replace partners as needed.
• Work across functions to secure commitments and resolve competing priorities. Present clear recommendations, investment tradeoffs, and results to executive leadership.

MEASURES OF SUCCESS

• Higher call center schedule rate and increased capture of schedulable demand, with reliable service quality and accurate patient handoffs.
• A new outbound capability built from pilot to repeatable, scaled delivery, with demonstrated incremental scheduled consults, revenue, and attractive returns on investment.
• Technology and AI adoption that measurably improves workflows, patient experience, agent effectiveness, and commercial outcomes.
• Expansion of selected centralized services with evidenced value, sustained practice adoption, and improved practice capacity or efficiency.
• Delivery against the centralized services financial plan, with transparent unit economics and disciplined investment decisions.
• A strong leadership team and effective cross-functional execution with Marketing, Insurance, Field Operations, Technology, and Finance.

EDUCATION AND EXPERIENCE

MBA preferred. Demonstrated commercial results, structured problem-solving, business case development, and transformation leadership are essential; candidates must show the ability to turn ambiguous opportunities into credible investment decisions and sustained business results.

• Track record building or transforming a service business or centralized capability that produced measurable revenue growth and improved customer experience or efficiency.
• Required experience building and scaling a commercially meaningful capability, service, or business. Demonstrated success identifying opportunities, developing business cases, launching new capabilities, proving value, and scaling results; experience limited to operating an established function is insufficient.
• Experience leading strong operational leaders, distributed teams, and external service partners, with ownership of a P&L or comparable financial accountability.
• Required experience managing third-party BPO partners, including relationships, contracts, service-level agreements, commercial terms, performance management, and capacity decisions; experience with international delivery partners preferred.
• Evidence of applying technology, automation, or AI to operational workflows and delivering measurable business outcomes.
• Healthcare experience preferred, particularly patient access or scheduling. Relevant experience in appointment-based consumer services with substantial purchase decisions is also valued.
• Demonstrated ability to execute across operations, marketing, technology, and finance without relying solely on reporting authority.

KNOWLEDGE SKILLS AND ABILITIES

• Commercial judgment, structured thinking, and entrepreneurial initiative to define problems, test assumptions, quantify opportunities, and build and scale effective solutions.
• Analytical and financial fluency, including business case development, financial modeling, scenario and sensitivity analysis, funnel performance, incremental revenue, unit economics, investment returns, and P&L management.
• Ability to connect patient needs, agent workflows, practice operations, and technology into effective service design.
• Technology fluency and curiosity, with the judgment to translate emerging capabilities into practical business requirements and sustained adoption.
• Strong cross-functional influence, constructive challenge, and ability to align leaders on priorities, resources, and execution.
• Ability to lead through others, develop operational leaders, and balance innovation with dependable day-to-day service.
• Clear executive communication and disciplined follow-through from opportunity identification through realized results.

WORK LOCATION AND TRAVEL

This is a remote role leading distributed teams. Domestic and international travel is required for team leadership, partner oversight, practice visits, and pilots. Expect approximately annual visits to each call center delivery site, currently in South Africa, Belize, and Mexicali, Mexico, with additional travel as business needs require.