Vice President, Corporate Strategy

Onsite: Brentwood, TN

Travel: 25% to 50% for site visits and ELT offsite meetings.

More about our team

The Vice President of Corporate Strategy is the principal strategist within the Enterprise Strategy pillar 6 responsible for enterprise strategy formulation, long-range planning (3 65-year horizon), competitive positioning, M&A evaluation, and business-line strategy across acute care, inpatient rehabilitation, and behavioral health. This role is structurally distinct from execution and transformation: it owns the "what" and "why," not the "how." The VP works in ambiguity, translates market dynamics into portfolio-level decisions, builds the enterprise strategic narrative, and ensures that every major investment thesis is grounded in sector-specific insight.

This role reports to the SVP, Enterprise Strategy and partners closely with the Executive Leadership Team. The VP will lead a small, high-caliber strategy team (Principal Consultants) and serve as the internal counterpart to consultant-led special projects. The role is designed to scale through consultant leverage, not headcount.

How you99ll contribute:

Pillar 01 6 Corporate Strategy: "What should Lifepoint do, and why?"

• Own enterprise strategy formulation: portfolio analysis, market entry/exit decisions, competitive positioning, and the enterprise strategic thesis.
• Lead the development and maintenance of the 3 65-year Long-Range Plan (LRP) in partnership with Finance and key domain leaders, ensuring it cascades into annual plans and initiative portfolios
• Partner with subject matter experts to support the development of solution sets and initiatives so solve core strategic issues including problem scoping, solution set design, initiative build, opportunity sizing, and high-level roadmap.
• Drive annual strategic planning, ensuring alignment between LRP priorities and in-year execution goals at enterprise and line-of-business levels.
• Lead M&A pipeline evaluation, partnership assessment, and market entry/exit analysis; develop investment theses with rigorous financial modeling and scenario analysis.
• Own business-line strategy across acute care, inpatient rehabilitation, and behavioral health 6 ensuring each line has a defensible competitive position and growth thesis.
• Design and facilitate Monthly Business Review (MBR) agenda and enterprise initiative governance, including stage-gate prioritization and go/no-go decisions.
• Develop scenario models under regulatory uncertainty (e.g., OBBA, CMS policy shifts, payer dynamics) to inform board-level decision-making.
• Own the enterprise strategic narrative for ELT, Board, and investor audiences 6 translating complex analyses into compelling, board-ready presentations.
• Provide strategic oversight of consultant-led special projects: own the hypothesis, manage stakeholder relationships, review all deliverables for strategic coherence, and ensure findings connect to the annual plan and initiative portfolio.
• Serve as the Strategy-to-Transformation handoff authority 6 charter initiatives, frame the strategic thesis, and formally hand-charted work to the Transformation pillar at go/no-go gates.

Pillar Integration 6 Cross-Pillar Governance & Coordination

• Partner with Enterprise Transformation to ensure chartered initiatives are properly scoped, sequenced, and resourced before entering the Transformation pipeline.
• Direct Business Intelligence9s market and competitive intelligence function to produce the analytical input required for strategic decisions.
• Ensure the enterprise measurement framework (owned by Transformation9s Value Realization function) connects back to strategic intent and LRP targets.
• Participate in Air Traffic Control (ATC) governance to ensure field deployment capacity is factored into initiative sequencing.
• Coordinate with the Chief of Staff on board preparation, ELT meeting cadence, and executive communication calendar.

Strategy Team Leadership & Development

• Lead and develop a team of strategy and planning professionals, fostering a high-performance, consulting-grade culture of intellectual rigor and strategic clarity.
• Recruit, mentor, and retain top-tier talent with deep healthcare domain expertise and strong analytical capabilities.
• Manage external consultant engagements 6 setting the strategic frame, defining hypotheses, managing deliverable quality, and ensuring outputs connect to enterprise priorities.