The Vice President, Strategic Planning leads OU Health’s enterprise strategic planning, intelligence, prioritization, portfolio management, and strategy governance.

The Vice President helps determine where OU Health should compete, invest, grow, and differentiate, and builds the planning architecture to turn long-term ambition into an actionable enterprise roadmap.

Working with the Chief Strategy & Growth Officer, CEO, executive and physician leaders, and the Board, the Vice President builds the infrastructure for integrated strategic planning in a complex academic health system facing rapid change.

The role integrates enterprise and service line strategy through planning methods, annual and five-year cycles, environmental scans, scenario planning, scorecards, portfolio management, governance, and executive and Board strategy materials.

Essential Responsibilities:

Responsibilities listed in this section are core to the position. Inability to perform these responsibilities with or without an accommodation may result in disqualification from the position.

Enterprise Strategy Development

• Lead the enterprise strategic planning process under the direction of the Chief Strategy & Growth Officer.
• Translate organizational mission, aspirations, competitive realities, market opportunities, and enterprise capabilities into a coherent long-term strategy.
• Develop the planning frameworks, processes, timelines, and decision architecture necessary to establish and continuously evolve enterprise strategy.
• Ensure enterprise strategy appropriately integrates the clinical, academic, research, growth, workforce, financial, technology, and community dimensions of OU Health.

Strategic Foresight & Scenario Planning

• Build an enterprise strategic foresight capability that identifies emerging trends, disruptions, risks, and opportunities.
• Lead scenario planning to evaluate potential changes in healthcare economics, consumer behavior, technology, AI, competition, regulation, workforce, care models, and market structure.
• Translate external trends into strategic implications and choices for executive leadership and the Board.
• Maintain an ongoing view of the organization27s future strategic environment rather than limiting strategy to periodic planning cycles.

Market Intelligence & Competitive Assessment

• Develop and oversee enterprise market intelligence, forecasting, competitive analysis, and strategic analytics.
• Create a common fact base for major strategic decisions.
• Assess market dynamics, population trends, competitive positioning, service line opportunities, geographic expansion, network strategy, and emerging models of care.
• Partner with Growth & Market Development to connect market intelligence with demand generation and market development strategies.

Service Line & Network Strategy

• Lead strategic planning for service lines, clinical programs, network development, and other major enterprise growth priorities.
• Partner with physician, clinical, operational, financial, and growth leaders to develop strategies grounded in market opportunity, organizational capability, mission, and economic sustainability.
• Establish consistent methodologies for evaluating service line and network opportunities.

Strategic Portfolio Management

• Develop and maintain the enterprise strategic portfolio, providing visibility into the initiatives and investments through which organizational strategy is being advanced.
• Create frameworks for prioritizing strategic initiatives and evaluating competing uses of organizational resources.
• Partner with Finance and executive leadership to connect strategic priorities with investment and capital decisions.
• Identify portfolio gaps, duplication, dependencies, and execution risks.

Strategy Governance

• Design and lead governance structures that support enterprise strategic decision-making and accountability, including clinical strategy governance and related mechanisms.
• Establish clear pathways through which strategic opportunities are evaluated, prioritized, approved, and monitored.
• Ensure governance accelerates high-quality decisions rather than creating unnecessary administrative complexity.

Executive & Board Strategy Support

• Serve as a strategic advisor to the Chief Strategy & Growth Officer and support the President & CEO, executive leadership, and Board in major strategic discussions.
• Develop strategy materials, analyses, scenarios, recommendations, and decision frameworks for executive and Board consideration.
• Support Board strategy retreats and other major strategic planning forums.
• Create a consistent enterprise strategic narrative connecting organizational aspirations, choices, investments, and performance.

Minimum Qualifications:

Education: Master27s degree required.

Experience:10 years progressive leadership experience with at least five years of healthcare marketing experience required.

License(s)/Certification(s)/Registration(s) Required: None

Knowledge, Skills and Abilities:

• Expert Knowledge of enterprise strategy, market intelligence, strategic planning processes, and governance frameworks.
• Understanding of Board-level strategy development and executive and physician leadership decision-making.
• Strong analytical judgment and strategic decision-making skills.
• Exceptional executive communication and alignment skills.
• Skill in using market intelligence to guide strategic choices.
• Skill in developing Board-level strategy and embedding strategic thinking across the enterprise.
• Ability to structure and navigate complex, ambiguous issues.
• Ability to collaborate with executives and physician leaders on consequential strategic choices.
• Ability to demonstrate curiosity, strategic foresight, and sound enterprise judgment.
• Ability to challenge assumptions constructively and align leaders around shared priorities.
• Ability to build sustainable processes and governance that strengthen strategic decision-making.