Vice President, Service Line Development
Department: Enterprise Operations
Reports To: Chief Operating Officer
Classification: Executive Leadership | FLSA: Exempt | Status: Full-Time
Travel: Frequent travel among enterprise locations, prospective markets, partner sites, and development projects
Direct Reports: Service line directors, program-development leaders, project leaders, and assigned personnel
Indirect Oversight: Cross-functional teams and designated service-line personnel during development, launch, and stabilization.
About the Company
Our client is a growing, multi-site healthcare organization focused on orthopedic/musculoskeletal and complementary services including specialty care, imaging, interventional pain management, rehabilitation, urgent care, diagnostics, and ancillary services. It emphasizes patient-centered care, access, clinical excellence, coordinated treatment, and multi-market growth, serving patients, providers, employers, insurers, attorneys, and other referral sources.
Position Summary
The Vice President provides enterprise-wide leadership and accountability for evaluating, designing, developing, implementing, expanding, optimizing, and maturing clinical and ancillary service lines. The role translates strategy, market opportunity, patient need, clinical capability, and financial objectives into viable plans across opportunity identification, business case, design, resource planning, implementation, launch, stabilization, evaluation, and operational handoff.
The VP ensures services are clinically sound, operationally executable, financially sustainable, technologically supported, compliant, and integrated into the continuum of care. The role coordinates—not replaces—the operational authority of the VP of Clinic Operations/VP of Surgical Operations, governance authority of the VP of Clinic Compliance and Governance, and clinical authority of the Medical Director. Partners closely with the COO, CFO, Chief Strategy Officer, Chief Development Officer, Medical Director, and executive team.
Essential Duties and Responsibilities1. Enterprise Service-Line Strategy & Portfolio
- Maintain an enterprise portfolio aligned with strategy, patient needs, market opportunity, clinical priorities, and capacity.
- Translate strategy into objectives, roadmaps, investment priorities, and implementation plans; identify opportunities to establish, expand, redesign, integrate, consolidate, relocate, or discontinue services.
- Define lifecycle stages from concept/assessment through design, approval, implementation, launch, stabilization, optimization, maturity, renewal/exit.
- Sequence initiatives by readiness, leadership capacity, finances, technology, regulation, and risk; maintain the multi-year roadmap and advise executives on priorities, tradeoffs, dependencies, and risks.
- Lead development across existing/emerging services such as physical therapy/rehabilitation, imaging, pain management, neurology, orthopedic/musculoskeletal care, urgent care, medication-related services, DME, diagnostics, occupational/employer services, IMEs, and other approved services.
- For each service line, define purpose, target population, value proposition, strategic role, outcomes, maturity, performance, scalability, integration, growth/optimization plan, workstreams, ownership, milestones, decision points, standards, and transition criteria; do not launch until required conditions are met.
2. Opportunity Assessment & Business Cases
- Evaluate unmet needs, care-continuum gaps, referral leakage, access, geography, payer demand, market trends, clinical capabilities, operating data, and competitive/referral intelligence.
- Conduct feasibility assessments using criteria for strategic alignment, demand, clinical/operational feasibility, financial sustainability, regulatory requirements, and capacity.
- Recommend advance, modify, defer, or decline.
- Lead business cases covering demand/referrals, capacity, staffing, clinical resources, technology, facilities/equipment, capital, implementation/operating costs, revenue/reimbursement, and expected return.
- Partner with Finance on financial models, sensitivities, break-even, cash needs, and ROI; document risks, dependencies, assumptions, scenarios, outcomes, approval conditions, and post-launch expectations; present recommendations to the COO, executive leadership, and governance/ownership bodies as required.
3. Service-Line, Clinical Pathway & Operating Design
- Lead interdisciplinary future-state design with Medical Director/clinical experts, Compliance & Governance, Clinic/Surgical Operations, IT, Revenue Cycle/Finance, HR, Facilities, Supply Chain, and other stakeholders.
- Define clinical purpose, population, scope, provider requirements, care model/pathway, workflows, staffing, scheduling, patient flow, capacity, support requirements, systems/interoperability, reporting, cybersecurity, data, coding/billing/authorization/payers, workforce structure/training, space, equipment, vendors, and logistics.
- Coordinate pathways defining entry criteria, sequencing, referrals, diagnostics, treatment progression, follow-up, handoffs, and exit criteria.
- Integrate new services with existing clinics, imaging, rehabilitation, specialty/interventional/surgical services, case management, and support functions; resolve gaps, duplication, contradictory processes, and unclear accountability.
- Establish measures for access, completion, timeliness, outcomes, experience, quality, and financial performance; obtain required clinical/governance approvals before implementation.
4. Implementation, Launch, Stabilization & Handoff
- Develop implementation plans with scope, milestones, timelines, workstreams, owners, dependencies, decision points, budgets, and escalation processes; lead cross-functional teams and hold functions accountable for deliverables.
- Maintain readiness reviews covering clinical, operations, workforce, compliance, technology, revenue cycle, facilities/equipment, communications, and training.
- Recommend launch, conditional launch, delay, redesign, or cancellation using objective readiness/risk criteria; coordinate communications, training, workflow activation, support, and contingencies.
- Provide heightened oversight through launch/stabilization, resolve immediate issues while addressing root causes, and capture lessons learned.
- Monitor early access, staffing, referral conversion, documentation, billing, quality, experience, workflow reliability, and financial performance.
- Verify policies, workflows, training, technology, reporting, staffing, and governance work as designed. Transfer services only when readiness/sustainability criteria are met, using a formal handoff package covering performance, unresolved issues, risk controls, reporting, ownership, and improvement priorities. Remain a strategic partner for material expansion, redesign, or intervention.
5. Existing Service-Line Optimization
- Review established services for strategic relevance, performance, maturity, scalability, access, utilization, referral conversion, care progression, outcomes, productivity, capacity, revenue, margin, and experience.
- Analyze location-to-location variation and root causes across demand, design, leadership, staffing, workflow, technology, clinical practice, payer mix, and market factors.
- Create measurable optimization plans, distinguish routine correction from redesign, and recommend consolidation, relocation, expansion, investment, partnership, or discontinuation.
- Build sustainable enterprise capacity rather than temporary workarounds.
6. Growth, Market & Provider Development
- Convert growth strategy into service-line capability and define capacity needed for market expansion, referrals, employer/attorney/payer relationships, physician partnerships, and community initiatives.
- Provide growth/client-facing teams with accurate service descriptions, eligibility, access standards, geographic availability, capacity, and pathway expectations; ensure commitments match actual/planned capacity.
- Support market-entry/geographic-expansion plans and coordinate with Sales, Marketing, Attorney Relations, Provider Relations, and Corporate Case Management while preserving clinical and operational boundaries.
- Identify provider capabilities and resource plans; support evaluation and onboarding of physicians, APPs, therapists, and other clinicians across employed, contracted, partnership, and professional-services models.
- Engage providers in pathway design, service standards, implementation, and performance improvement without blurring clinical/operational authority.
7. Partnerships & External Relationships
- Evaluate partnerships expanding clinical capability, geography, payer access, provider capacity, technology, or quality.
- Participate in due diligence/business cases for joint ventures, affiliations, contracted services, and external clinical relationships.
- Define interfaces, service expectations, accountability, reporting, quality, escalation, and enterprise-risk requirements with Legal, Finance, Compliance, Operations, and executive leadership; monitor partner performance through implementation/stabilization.
8. Financial, Performance, Quality, Compliance, Risk & Technology
- Build service-line performance frameworks and balanced scorecards with Finance, Operations, Clinical Governance, Revenue Cycle, and IT covering volume, access, capacity, utilization, conversion, quality, outcomes, experience, revenue, expense, margin, and strategic impact.
- Monitor business-case assumptions and targets, investigate material variances, lead periodic business reviews, and recommend investment, corrective action, redesign, scaling, or exit based on enterprise value.
- Embed regulatory, accreditation, licensure, credentialing, quality, safety, privacy, documentation, and payer requirements into design; partner with Compliance & Governance on policies, controls, audits, readiness, and corrective actions.
- Maintain initiative risk registers; escalate patient-safety, clinical, regulatory, financial, technology, workforce, and capacity risks with owners, mitigations, timelines, and escalation paths. The VP is not final clinical, regulatory, or independent compliance authority.
- Partner with IT on workflow, interoperability, reporting, patient engagement, scheduling, documentation, analytics, communications, vendor evaluation, testing, implementation, adoption, and post-launch review. Establish data definitions/reporting before launch and ensure reliable decision information.
9. Leadership & Continuous Improvement
- Build a high-performing development function with clear accountability and develop leaders able to evaluate opportunities, design systems, execute, interpret performance, and deliver sustainable results.
- Encourage independent thinking, constructive challenge, curiosity, evidence-based recommendations, and early escalation of risk; establish succession/development plans.
- Maintain enterprise stewardship rather than optimizing isolated service lines.
- Establish and standardize a repeatable methodology for assessment, business cases, design, implementation, readiness, launch, stabilization, handoff, and post-implementation review.
- Maintain development standards, templates, decisions, assumptions, outcomes, and lessons; use performance/frontline feedback, structured lessons learned, and disciplined experimentation to improve the system and prevent recurring failures.
Required Executive Deliverables
- Enterprise Service-Line Portfolio
- Three-Year Service-Line Development Roadmap
- Annual Development Plan and Prioritization Framework
- Standard Opportunity-Assessment and Business-Case Templates
- Comprehensive Business Cases
- Service-Line Design Documents
- Approved Clinical/Operational Pathway Implementation Plans
- Cross-Functional Implementation Charters
- Milestone/Dependency Reports
- Service-Line Readiness Assessments
- Launch and Stabilization Plans
- Formal Operational Handoff Packages
- Service-Line Performance Scorecards and Quarterly Business Reviews
- Existing Service-Line Optimization Plans
- Service-Line Risk Registers
- Provider/Workforce Capability Plans
- Capital/Technology Requirement Plans
- Market-Entry/Geographic-Expansion Support Plans
- Post-Implementation Reviews/Lessons-Learned Reports
- Recommendations to invest, expand, redesign, consolidate, partner, or exit.
Decision-Making Authority
Within approved strategy, budgets, governance requirements, clinical standards, and delegated authority, the VP may:
- Initiate preliminary opportunity evaluation and establish standard development/assessment/handoff methods.
- Lead cross-functional development teams; direct service-line directors and assigned development personnel.
- Define project plans, milestones, workstreams, readiness criteria, reporting requirements, and required deliverables.
- Recommend prioritization, sequencing, delay, redesign, cancellation, investment, expansion, consolidation, relocation, partnership, or discontinuation.
- Escalate or recommend delaying launches where material readiness/risk concerns remain.
- Approve routine implementation decisions within authorized charters/budgets and sponsor technology, workforce, facility, and capital requests for approved plans.
The VP may not independently:
- Approve material unbudgeted capital or commit the enterprise to contracts/partnerships outside delegated authority.
- Establish clinical standards without appropriate medical/governance approval or override licensed clinical judgment.
- Interpret regulations as final authority or assume independent compliance oversight.
- Assume routine operational control after formal handoff unless assigned.
- Direct Marketing, Sales, Clinic Operations, Surgical Operations, Compliance, or IT outside approved cross-functional governance.
Key Performance Indicators (KPIs)
Portfolio & Strategy: strategic alignment of initiatives; roadmap completion; portfolio balance by value/risk/investment/capacity; percentage with approved business cases and owners; timeliness and quality of executive recommendations.
Development & Implementation: milestone completion; budget adherence; readiness completion; on-time launches; number/severity of unresolved launch risks; concept-to-launch time; post-implementation review completion; stakeholder accountability/deliverable completion.
Stabilization & Handoff: launch-to-stabilization time; services meeting handoff criteria; early reliability; workflow/policy adherence; staffing/training readiness; technology stability/adoption; unresolved issues transferred; sustained post-handoff performance.
Growth & Utilization: new-service volume; referral capture/conversion; reduced internal leakage; market/geographic expansion; access/time to service; capacity utilization; adoption across applicable clinics; contribution to growth objectives.
Clinical & Patient Value: pathway completion; continuum integration; quality/safety; patient outcomes where established; experience/satisfaction; referral/handoff reliability; timely access.
Financial: revenue/margin versus business case; break-even; ROI; capital efficiency; implementation cost; labor/resource utilization; projected-versus-actual variance; long-term enterprise value.
Organizational Capability: repeatable methods; leadership bench strength; cross-functional execution; incorporation of lessons learned; reduced recurring launch/integration failures; stakeholder confidence.
Qualifications
Education
- Bachelor’s degree in healthcare administration, business, nursing, public health, finance, strategy, operations management, or related field required.
- Master’s in healthcare administration, business administration, public health, nursing leadership, finance, or related discipline strongly preferred.
- Relevant clinical licensure/advanced healthcare credentials beneficial but not required unless separately designated.
Experience
- 10+ years of progressive healthcare leadership, operations, strategy, program development, or service-line management.
- 5+ years leading multi-site, regional, enterprise, or complex cross-functional healthcare initiatives.
- Demonstrated healthcare service-line development, launch, expansion, or optimization and experience with business cases, financial models, implementation plans, and executive recommendations.
- Ambulatory, multi-specialty, imaging, rehabilitation, interventional, surgical, urgent care, orthopedic, or integrated healthcare experience strongly preferred.
- Demonstrated influence across clinical, operational, financial, compliance, technology, and commercial functions.
- New-site development, partnerships, acquisitions, market expansion, or enterprise integration preferred.
- Regulated healthcare experience required.
Knowledge, Skills & Abilities
- Enterprise/systems thinking; service-line strategy; opportunity/feasibility analysis; business-case/financial modeling; program/portfolio management; cross-functional implementation; clinical pathways/care-continuum design; healthcare operations/capacity planning.
- Change/adaptive leadership; market/competitive analysis; performance measurement/dashboarding; regulatory/compliance awareness; revenue-cycle/payer knowledge; technology requirements/implementation; provider planning; capital/ROI analysis; partnership/stakeholder management; root-cause analysis/continuous improvement.
- Strong written, verbal, facilitation, negotiation, and presentation skills; ability to translate strategy into operating models, balance innovation with feasibility, sequence change to capacity, synthesize perspectives, and exercise sound judgment under pressure.
- High integrity, curiosity, emotional maturity, and organizational awareness.
Leadership Competencies
- Enterprise Stewardship: Optimize for enterprise and patient continuum, not isolated departmental interests.
- Strategic Foresight: Anticipate needs/opportunities and implications for people, systems, capital, and capacity.
- Possibility Thinking: Encourage innovation while applying disciplined, evidence-based evaluation.
- Systems Architecture: Design integrated service-delivery systems rather than disconnected programs.
- Execution Discipline: Convert concepts into accountable plans, milestones, and sustainable results.
- Adaptive Leadership: Pace and sequence change to readiness and emerging signals.
- Collaborative Integration: Integrate clinical, operational, financial, regulatory, technology, and strategic perspectives.
- Courageous Candor: Surface assumptions, risks, constraints, and unfavorable findings promptly.
- Clinical & Patient Orientation: Improve access, coordination, quality, outcomes, and experience.
- Financial Stewardship: Balance immediate performance with long-term enterprise value.
- Leadership Development: Build leaders who can develop, operate, and improve services independently.
- Congruent Leadership: Align principles, decisions, resource allocation, and behavior.
Working Conditions & Physical Requirements
- Frequent travel to clinics, service sites, prospective locations, partner organizations, and implementation projects.
- Regular computer/video-conference use and work with project-management systems, EHRs, analytics, and business systems.
- Extended sitting, standing, walking, presenting, meetings, and onsite assessments.
- May work beyond standard hours during major implementations, launches, integrations, or escalations.
- May encounter normal ambulatory, imaging, rehabilitation, procedural, or surgical environments and associated occupational risks.
- Must follow privacy, safety, infection-prevention, security, and regulatory requirements.
Other Duties
Responsibilities may be modified as the service portfolio evolves.
Pay: $150,000.00 - $240,000.00 per year
Work Location: In person
