Senior Director of Enterprise Growth in Scottsdale, Arizona at Envita Medical Centers LLC
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Job Description
ENVITA |
Sr. Director of Enterprise Growth
Healthcare Vertical Integration | Physician Operations | Sales & Marketing Alignment | Scalable Enterprise Growth
Full-Time | Executive Leadership | Scottsdale, Arizona | On-Site with Enterprise Travel as Needed
EXECUTIVE OPPORTUNITY Envita is seeking an enterprise builder who can integrate and scale a growing portfolio of healthcare verticals, strengthen physician and business operations, align sales and marketing with operational capacity, identify enterprise-wide synergies, and create a repeatable model for responsible, financially sustainable growth. |
Envita is a Scottsdale-based, mission-driven healthcare enterprise built around personalized, patient-first care and a growing portfolio of specialized healthcare businesses. Its current ecosystem includes Envita Medical Centers, Vertisis Custom Pharmacy, Envita Interventional Radiology, telemedicine programs, Oncology Online, and future healthcare ventures.
Envita combines entrepreneurial speed with clinical complexity. The organization is looking for a senior leader who can preserve what makes each vertical distinctive while creating the enterprise discipline, commercial alignment, shared capabilities, and execution systems required for the next stage of growth.
Role ScopePrimary mandate | Integrate, optimize, and scale Envita’s healthcare verticals while establishing enterprise-wide operating discipline, strong physician operational leadership, and coordinated growth execution. |
Enterprise scope | Provide cross-vertical leadership across physician operations, pharmacy, interventional radiology, telemedicine, online oncology, patient-access functions, shared services, and future healthcare ventures. |
Sales and marketing scope | Provide enterprise-level oversight and alignment of sales, marketing, referral development, patient acquisition, patient enrollment, brand positioning, and revenue-growth strategy across every vertical. Partner with functional leaders while ensuring that growth activity is connected to capacity, patient experience, compliance, economics, and operational execution. |
Leadership scope | Create the operating system, accountability, issue resolution, resource alignment, and business discipline that enable physicians, vertical leaders, and growth teams to perform effectively without replacing appropriate clinical authority. |
Success horizon | Create visible control and prioritization within 90 days, measurable operational and growth gains within six months, and a repeatable enterprise operating and go-to-market model within 12 months. |
Envita has grown into a highly differentiated healthcare enterprise with multiple operating companies, physician specialties, patient pathways, technologies, regulatory requirements, and support functions. The next stage of growth requires a leader who can ensure that the verticals operate as a coordinated enterprise rather than as separate businesses with avoidable duplication, inconsistent processes, disconnected data, competing priorities, or fragmented patient and market experiences.
The opportunity is broader than traditional operations management. This leader must address physician and business operations while also connecting marketing demand, sales and enrollment performance, referral development, patient access, service capacity, financial outcomes, and brand consistency. The role combines enterprise operations, commercial growth, healthcare transformation, physician alignment, shared-services design, new-venture scaling, and hands-on change leadership.
The Opportunity to Shape Envita’s FutureThis is not a maintenance role. The selected leader will design the enterprise operating and growth architecture that supports Envita’s next decade, move across verticals to identify root causes, challenge legacy assumptions, align strong personalities, establish measurable accountability, and turn individual strengths into an integrated platform.
The position combines an operating executive, enterprise integrator, growth strategist, and healthcare transformation leader. Unlike an outside consulting engagement, this person will remain accountable for implementation, adoption, measurable results, and long-term sustainability.
Performance-Based Hiring Success ProfileCandidates will be evaluated on evidence of delivering comparable outcomes in complex, high-growth, multi-entity environments. Success will be measured through the following performance objectives.
1. Complete an Enterprise Operational and Growth Diagnostic- Within the first 45 days, complete a structured diagnostic across every vertical, physician group, shared function, patient journey, and critical business workflow.
- Map decision rights, systems, staffing, logistics, financial dependencies, compliance touchpoints, physician pain points, patient handoffs, sales and marketing processes, referral channels, lead flow, enrollment activity, and cross-vertical dependencies.
- Identify the 10 to 15 highest-value opportunities involving risk reduction, cost savings, revenue growth, patient experience, speed, capacity, physician effectiveness, market reach, conversion, and enterprise scalability.
- Present an executive-prioritized roadmap with owners, sequencing, expected value, required resources, risk, and 30/60/90/180-day milestones.
- Within 60 days, implement a physician operating framework that clarifies how operational issues are surfaced, prioritized, assigned, escalated, and resolved across provider groups and healthcare verticals.
- Build trusted working relationships with physicians while maintaining clear expectations, follow-through, business accountability, and respect for clinical governance.
- By the end of six months, ensure that major physician groups participate in a consistent operating cadence with documented priorities, service standards, dashboards, and issue-resolution ownership.
- Assess and align sales, marketing, referral development, patient acquisition, patient intake, enrollment, consultation, and conversion activities across every vertical.
- Clarify enterprise and vertical-specific value propositions, priority audiences, referral strategies, channel mix, brand standards, and growth priorities so the market experiences Envita as a coordinated enterprise.
- Connect marketing demand and sales activity to physician availability, treatment capacity, operational readiness, patient experience, regulatory requirements, and unit economics.
- Establish a measurable growth funnel covering lead quality, speed to response, appointment or consultation readiness, conversion, revenue contribution, channel ROI, acquisition cost, retention, referrals, and cross-vertical opportunities.
- Improve growth performance without compromising patient trust, clinical appropriateness, brand integrity, or compliant communications.
- Within 60 days, produce a synergy and redundancy map identifying functions that should be shared, standardized, consolidated, renegotiated, automated, or intentionally retained within individual verticals.
- Evaluate staffing, procurement, scheduling, credentialing, revenue-cycle touchpoints, technology, CRM and marketing platforms, content and campaign support, patient intake, vendor contracts, inventory, logistics, facilities, reporting, and other repeated functions.
- Launch three to five high-impact initiatives within the first 90 days, including at least one initiative directly tied to patient growth, conversion, referral development, or revenue enablement.
- Within 12 months, deliver verified savings, cost avoidance, capacity gains, revenue growth, or improved commercial effectiveness that demonstrates a material return on the role.
- Within 90 days, design the first version of an Envita enterprise operating model that defines common standards, shared capabilities, decision rights, governance, performance measures, and appropriate vertical-specific exceptions.
- Create a repeatable launch and integration playbook for future verticals, locations, partnerships, or services covering business case, regulatory and legal review, staffing, technology, finance, clinical operations, patient access, sales, marketing, brand, channel strategy, KPIs, and post-launch stabilization.
- Demonstrate within 12 months that a new or materially expanded initiative can be integrated with faster execution, clearer ownership, stronger market readiness, and less reinvention than prior launches.
- Ensure the model remains entrepreneurial and adaptable rather than becoming a layer of bureaucracy.
- Identify and redesign cross-vertical workflows that create delay, rework, handoff failures, inventory problems, scheduling friction, inconsistent patient experience, physician frustration, or lost growth opportunities.
- Improve the handoffs from marketing and referral generation through intake, consultation, treatment readiness, ongoing care, follow-up, retention, and patient advocacy.
- Apply process engineering, service design, technology, automation, and data-driven problem solving where appropriate.
- Within six months, show measurable improvement in at least three enterprise-priority processes through reduced cycle time or rework, improved throughput or conversion, increased capacity, lower cost, stronger patient experience, or higher stakeholder confidence.
- Within 60 days, establish an executive operating cadence that connects enterprise priorities to vertical-level execution, including weekly issue resolution, monthly performance reviews, and quarterly strategic recalibration.
- Create a limited set of accurate dashboards covering physician operations, patient access, quality and service, workforce capacity, operational throughput, financial performance, sales and marketing funnel performance, referral development, growth initiatives, risk, and synergy realization.
- Define a single accountable owner, due date, success measure, and escalation path for every major initiative.
- Increase leadership confidence that decisions are based on reliable data and that commitments consistently move from discussion to completion.
- Earn credibility across physicians, executives, vertical leaders, operations, finance, legal and compliance, technology, HR, sales, marketing, pharmacy, and patient-facing teams.
- Create alignment without relying solely on title or hierarchy, make difficult recommendations, and hold leaders accountable for enterprise outcomes.
- Partner with executive leadership to evaluate new verticals, partnerships, locations, technologies, and services through mission alignment, market opportunity, strategic fit, operational feasibility, regulatory complexity, capital requirements, return potential, and sustainability.
- Translate high-level concepts into executable operating and growth plans with milestones, staffing, resources, financial assumptions, market strategy, risks, and measurable outcomes.
Timeframe | Primary Focus | Expected Evidence of Progress |
First 30 Days | Listen, diagnose, establish control | Meet key executives, physicians, vertical leaders, and growth owners; inventory major initiatives and operational issues; map the patient and commercial funnel; establish immediate escalation and priority-management cadence; identify urgent risks and quick wins. |
Days 31-60 | Define the enterprise model and priorities | Complete the diagnostic; present the synergy and redundancy map; establish the physician operations framework; define enterprise sales and marketing governance; launch executive dashboards and operating reviews; finalize the prioritized roadmap and value assumptions. |
Days 61-90 | Move from design into visible execution | Launch three to five high-impact integration or improvement initiatives, including at least one growth initiative; assign owners and measures; implement shared standards where appropriate; publish version one of the operating and future-vertical go-to-market playbook. |
By 6 Months | Demonstrate measurable operating leverage | Show verified progress in cost, capacity, cycle time, physician issue resolution, lead quality, response time, conversion, patient experience, referral performance, or revenue enablement; establish stable governance and dashboards. |
By 12 Months | Create a scalable enterprise platform | Deliver material enterprise value; embed the operating and growth model; improve cross-vertical coordination and brand consistency; prove that new ventures can plug into the platform; scale without losing Envita’s entrepreneurial speed or mission focus. |
- Provide enterprise leadership across the operational, commercial, and business dimensions of Envita’s physician groups and healthcare verticals.
- Act as the executive integrator across Envita Medical Centers, pharmacy, interventional radiology, telemedicine, online oncology, shared services, and future ventures.
- Provide enterprise-level oversight and alignment of sales, marketing, referral development, patient acquisition, patient enrollment, brand positioning, and revenue-growth strategy across all verticals.
- Connect growth plans and marketing investment to physician capacity, operational readiness, patient experience, compliance, financial performance, and sustainable service delivery.
- Assess operating structures, patient and commercial workflows, systems, staffing, logistics, vendors, and interdependencies across the enterprise.
- Design and implement shared services, common standards, governance, and decision rights while protecting necessary clinical and vertical specialization.
- Lead complex transformation, integration, restructuring, and process-improvement initiatives from diagnosis through sustained adoption.
- Establish enterprise KPIs, dashboards, operating reviews, and accountability systems across operations, finance, patient experience, sales, and marketing.
- Partner with physicians and medical directors to resolve operational barriers, improve support, and align provider activity with enterprise priorities.
- Evaluate business cases and go-to-market plans for new verticals, partnerships, locations, services, technologies, and acquisitions.
- Identify and realize cost savings, cost avoidance, capacity gains, cross-vertical referrals, revenue opportunities, and improved channel effectiveness through smarter enterprise design.
- Build and coach strong operational and growth leaders who can own execution within each vertical.
- Anticipate regulatory, legal, quality, patient-experience, technology, workforce, brand, and market implications before decisions are implemented.
- Protect Envita’s patient-first mission and entrepreneurial culture while increasing discipline, consistency, accountability, and scalability.
The strongest candidate is a rare hybrid: part healthcare operating executive, part commercial growth leader, part entrepreneur, part transformation consultant, and part enterprise integrator. This person can think at the executive level, then move directly into workflows, people, numbers, systems, sales and marketing performance, and execution without waiting for a large support team.
Required Evidence of Capability- Built, scaled, integrated, or materially transformed multiple businesses, divisions, locations, service lines, or healthcare operating units.
- Led operations across a complex healthcare environment involving physicians, clinical teams, regulated services, and business functions.
- Aligned sales, marketing, referral development, patient acquisition, or commercial growth activity with operational capacity and measurable financial outcomes.
- Improved a growth funnel through stronger positioning, channel strategy, lead quality, response time, conversion, referral performance, revenue, retention, or customer and patient experience.
- Demonstrated success aligning strong physician, executive, operational, and commercial stakeholders around shared goals, standards, and accountability.
- Personally implemented synergies, shared services, process redesign, vendor consolidation, technology enablement, cost reduction, or revenue-growth initiatives with measurable results.
- Created operating models, integration and launch playbooks, governance systems, dashboards, and execution cadences rather than merely recommending them.
- Translated ambiguous executive vision into an organized strategy, sequenced plan, accountable workstreams, and sustained results.
- Led through rapid growth, startup conditions, acquisitions, multi-site expansion, or repeated launch and integration cycles.
- Balanced strategic thinking with hands-on leadership and the judgment to protect patient impact, regulatory compliance, financial stewardship, brand integrity, and entrepreneurial speed.
- Big Four or comparable healthcare consulting experience in operations transformation, performance improvement, post-merger integration, operating-model design, growth strategy, or healthcare strategy, followed by meaningful operating ownership.
- Experience as a senior director, executive director, vice president, divisional leader, healthcare integration executive, multi-site operator, growth operator, operating partner, or founder/operator.
- Experience across more than one healthcare segment, such as physician practices, ambulatory care, specialty services, pharmacy, telehealth, oncology, radiology, surgery, diagnostics, or other regulated healthcare businesses.
- Experience building businesses or service lines from the ground floor and creating the systems, commercial strategy, and operating discipline required for scale.
- Financial fluency involving P&Ls, business cases, ROI, capital allocation, labor models, productivity, acquisition economics, vendor economics, channel ROI, and synergy tracking.
- Advanced education such as an MBA, MHA, MPH, or comparable graduate degree is helpful but should not substitute for demonstrated outcomes.
- Clinical education is not required. The candidate must have the judgment and credibility to work effectively with physicians and respect the boundaries between medical governance and business operations.
Enterprise Systems Thinking | Sees how physician operations, patient pathways, sales, marketing, referral development, pharmacy, logistics, technology, finance, staffing, compliance, and growth affect one another. |
Commercial Growth and Marketing Acumen | Understands positioning, go-to-market strategy, patient and referral acquisition, sales and enrollment funnels, channel economics, brand consistency, and how growth must align with operational capacity. |
Entrepreneurial Ownership | Acts like an owner, creates the playbook when one does not exist, and remains accountable for results after the strategy is approved. |
Strategic Creativity | Challenges conventional healthcare operating and growth assumptions and develops practical solutions that fit Envita’s unique model. |
Execution Discipline | Converts ideas into priorities, milestones, owners, measures, and completed work. |
Physician Leadership and Influence | Builds trust with physicians, resolves friction, communicates directly, and maintains accountability without undermining clinical authority. |
Change Leadership | Pulls teams together, explains the why, manages resistance, makes difficult decisions, and sustains adoption. |
Financial and Operational Judgment | Protects capital, capacity, margin, quality, patient experience, brand trust, and long-term sustainability. |
Data and KPI Orientation | Insists on accurate baselines, measurable operational and commercial outcomes, and honest performance visibility. |
Courage with Humility | Challenges leadership and legacy practices while remaining teachable, respectful, collaborative, and mission centered. |
- Patient-first judgment: Efficiency and growth must strengthen, not dilute, patient care, compassion, safety, quality, clinical appropriateness, or trust.
- Ownership and accountability: The leader does not wait for perfect information or hide behind committees, consultants, or organizational ambiguity.
- Loyalty and integrity: Handles confidential business, physician, patient, and market information with maturity, honesty, and discretion.
- Humility and gratitude: Learns Envita’s history and respects the people who built each vertical before recommending change.
- Learning agility: Rapidly absorbs complex clinical, regulatory, operational, commercial, and financial information and adapts without losing strategic focus.
- Faith-friendly alignment: Operates comfortably and respectfully within Envita’s mission-driven, values-based culture.
- Bias toward action: Moves quickly without confusing speed with disorder or bypassing appropriate clinical, legal, financial, regulatory, or brand review.
ONE-YEAR OUTCOME - Envita operates with greater enterprise visibility, stronger physician support and accountability, a more unified sales and marketing strategy, improved lead and referral performance, stronger patient conversion and cross-vertical coordination, fewer avoidable redundancies, measurable financial and operational gains, and a repeatable model for integrating future ventures. Executive leadership no longer has to personally connect every operational and commercial dot. |
Envita is not seeking a conventional Director of Operations. It is seeking a healthcare enterprise builder who can unify a portfolio of distinctive verticals, strengthen physician operations, align sales and marketing across the enterprise, unlock synergies, improve sustainable revenue growth, create a scalable operating platform, and convert an ambitious vision into a coordinated, accountable, patient-first, and financially sustainable enterprise.
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