Job DescriptionThe Vice President, Operational Excellence establishes and leads the Accelerating Excellence Office and its portfolio of strategic and operational transformation initiatives. This position serves as the institution's senior administrative leader for transformation governance, value creation, portfolio prioritization, benefits realization, and transition of major initiatives to sustainable operational ownership.
The Vice President partners with the executive, physician and operations leaders as well as faculty and administrative leaders to translate institutional priorities into measurable improvements in financial and operational performance, and organizational value.
The Vice President is accountable for the AE operating model, portfolio governance, initiative prioritization and performance, executive escalation, reporting and project management discipline, consultant transition, and development of internal transformation capability. The position ensures that major initiatives have clear accountability, adequate resources, measurable outcomes, disciplined execution, and sustainable performance beyond implementation.
Responsibilities- Establishes the vision, strategy, operating model, annual priorities, and performance expectations for the Operational Excellence Office.
- Translates institutional strategy and executive priorities into a focused portfolio of enterprise transformation initiatives that may include revenue growth, cost improvement, productivity, access, capacity, operating-model redesign, and organizational integration.
- Establishes and chairs, or serves as the executive leader for, the governance processes used to evaluate AE opportunities, approve initiatives, prioritize and sequence work, assess resource capacity, monitor risks, and make decisions about continuation, modification, pause, or closure.
- Assures strong governance practices to ensure that each major initiative has an executive sponsor, an accountable operational owner, a clear problem statement, an approved scope, defined outcomes, adequate resources, decision rights, and a plan for implementation and sustainment.
- Partners with executive, clinical and nursing leadership, academic leadership, and other senior leaders to resolve cross-enterprise tradeoffs, dependencies, capacity constraints, and barriers that cannot be resolved within a workstream.
- Owns the enterprise framework to ensure that financial and non-financial outcomes are baselined, measured, reported, and sustained. Partners with Finance to validate financial outcomes and with operational owners to validate clinical, access, workforce, service, experience, and other outcomes.
- Provides executive oversight of the AE portfolio, including interdependencies, risks, resource requirements, delivery confidence, organizational readiness, and alignment with mission and institutional strategy.
- Leads the AE team and develops internal capability in transformation governance, portfolio delivery, performance analytics, realization of expected value, and executive decision support.
- Directs the transition from consultant-supported delivery to an internally owned operating model, including knowledge transfer, standard methods, tools, reporting routines, talent development, and clear ownership of continuing work. Engages external consultants as needed to support identification, development, and initiation of new portfolio opportunities.
- Provides executive oversight to ensure that AE initiatives are transitioned to operational owners with documented performance measures, accountability, resources, governance, and sustainment plans. Monitors post-transition performance when appropriate and brings material variance back to executive governance.
- Partners with Human Resources Change Management to establish workforce-readiness and adoption strategies.
- Partners with the Marketing and Communications team to align stakeholder communications, executive messaging, and implementation communications.
- Represents Accelerating Excellence in executive leadership meetings, institutional governance forums, board-related discussions, and other settings requiring an enterprise view of AE strategic initiatives.
- Promotes a culture of disciplined prioritization, accountability, collaboration, transparency, measurable value creation, continuous improvement, and respect for the academic medical center's clinical, academic, research, and community missions.
QualificationsEducation:
Bachelor's degree in healthcare administration, business administration, public health, clinical field, finance, strategy, operations, or a related field. (minimum)
Master's degree in healthcare administration, business administration, public health, clinical field, finance, strategy, operations, or a related field. (preferred)
Experience:
Twelve years of progressive leadership experience in healthcare, academic medicine, healthcare consulting, strategy, operations, finance, transformation, or a related field. (minimum)
Seven years of experience leading complex enterprise transformation, operating-model change, performance improvement, portfolio governance, or large-scale organizational change.
5 years experience in a large academic medical center, integrated health system, physician enterprise, or similarly complex, matrixed organization.
5 years experience leading initiatives involving revenue growth, cost improvement, productivity, access, capacity, clinical operations, workforce effectiveness, enterprise integration, or organizational performance.
About the TeamCedars-Sinai is one of the largest nonprofit academic medical centers in the U.S., with 915 licensed beds, 2,993 physicians, 4,700+ nurses and thousands of other healthcare professionals and staff. Choose this if you want to work in a fast-paced environment that offers the highest level of care to people in the Los Angeles that need our care the most.
