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Division Director of Patient Intake in Scottsdale, Arizona at Envita Medical Centers LLC

NewSalary: $150000 - $185000Job Function: Executive/Management
Envita Medical Centers LLC
Scottsdale, Arizona, 85260, United States
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Job Description

ties with Enterprise Projects.

• Establish coaching cadence with direct reports; calibrate coaching-to-PIP framework with Admin/Budgets/People & Culture.

Days 61–90 — Commit and execute

• Deploy the Care Path Conversation Framework with initial educator certification.

• Activate speed-to-lead, contact-rate, and qualified-progression discipline with published scorecards.

• Activate the intake-to-conversion handoff standards with joint DD Patient Conversion governance.

• Launch the nurturing and reactivation program.

• Launch or activate the intake automation roadmap (call scoring, coaching AI, lead scoring — whichever are prioritized).

• Present the 90-day executive readout with baselines established, deployments live, early indicators, and dependencies.

Core Competency Profile

This role shares a unified competency profile with three peer Division Director seats (Patient Conversion, Physician Outreach & Clinical Review, and Physician Operations & Care Delivery). Same type of hire in every seat; scope and emphasis differ by role.

Competency

What it means for this seat

Sales organization & structure

Has built or run a structured, measurable sales operation across phone, video, and in-person channels. Fluent in funnel definition, stage discipline, SLAs, call-quality standards, forecast methodology, and pipeline hygiene. Can take a marketing campaign and translate it into telephone dialogue, PRC scripts, video-consult flow, physician talking points, and coordinator handoffs.

Communication and dialogue engineering

Builds and coaches conversation frameworks — introduction, discovery, differentiation, recommendation, alignment, close. Trains talk tracks, objection handling, personality-type reading, and value-based selling. Fluent on camera. Coaches others to run financial-quote reviews without pressure and physician conversations that convert without misrepresenting clinical judgment.

Persuasion with ethics

Uses persuasion in the service of the patient's best interest. Reads personality types and calibrates approach. Holds a strong and caring heart, solid ethics, clear values. Will not tolerate pressure tactics, false urgency, or clinical overreach; will not reward incentives that produce them.

Management depth

Runs a real management system: coaching cadence, call audits, CRM discipline, pipeline reviews, talent reviews, documented corrective action, sales certification, and PIP execution. Does not confuse being a top individual producer with managing a team.

Operations backbone

Understands workflow, capacity, handoffs, and service-level design. Partners with Operations without being defeated by operational complexity. Knows why a beautiful sales call fails when the handoff is broken.

Technology and automation

Fluent CRM operator. Sees the sales stack as an accountability system, not just a reporting tool. Identifies automation and AI opportunities — call scoring, coaching AI, lead-scoring, agent-assist, CRM-driven cadences — and partners with technology to implement.

Marketing strategy sense

Reads marketing outputs and translates them into telephone strategy, dialogue emphasis, and team-level focus. Provides real feedback to Marketing on what actually converts.

Educator / value-based sales orientation

Comfortable running a consultative, educator-led model. Trains team to educate first and recommend second. Runs a decision-support conversation, not a pitch.

Seat-Specific Differentiators

Every Division Director seat draws on the unified competency profile above. What follows are the emphases that distinguish this seat from its peers.

• First-contact discipline at scale. The candidate has personally built or run a first-contact / inbound qualification operation with measurable results — call-quality audits, coaching cadence, speed-to-lead discipline, contact-rate management, and CRM hygiene are second nature.

• Educator-led, no-pressure consultation. The candidate can coach a team to be an educator, not a salesperson, on the first call. Guides the patient to a fit — not a sale — and preserves trust for the downstream PRC conversation.

• Care-path assignment discipline. The candidate can operate a rigorous care-path assignment framework in coordination with Clinical, without overreaching on clinical judgment or under-committing on assignment quality.

• Handoff engineering. The candidate designs and enforces handoff quality with a downstream partner (Patient Conversion) as a joint operating discipline — outbound data set, SLA, acceptance criteria, and quality feedback loops.

• Nurture and reactivation instinct. The candidate builds nurture cadences and lost-lead reactivation as measured, disciplined programs — not one-off campaigns.

• Cross-divisional partnership without turf. The candidate co-designs the intake-to-conversion handoff with the DD Patient Conversion peer and measures joint outcomes without competing for downstream scope.

• Automation and AI fluency. The candidate identifies where AI and automation can enhance the educator conversation — call scoring, coaching AI, lead scoring, agent assist — and partners with Enterprise Projects to implement.

Targeted Candidate Profile

Prior roles that predict success

• VP or Director of Sales at a high-touch consultative healthcare service with a first-contact / inbound qualification motion.

• Director of Patient Access, Patient Navigation, or Care Coordination at a specialty medicine business with disciplined coaching and call-quality standards.

• Sales Development / Inside Sales Director at a program-based business (elective, high-cost, decision-heavy) with a strong educator-led conversation model.

• First-line sales-leadership at a consultative-service business with prior experience running care-path or program assignment and nurture programs.

Signals that raise conviction

• Has coached a first-contact team to measured improvement in contact rate, qualified progression, and speed-to-lead.

• Has built or run a care-path or eligibility-assignment framework in coordination with clinical or medical authority.

• Has designed a handoff protocol with a downstream sales team and been measured jointly on outcomes.

• Has led a nurture / reactivation program with measured lift in re-engagement.

• Has partnered with marketing on source-quality feedback and campaign optimization with measurable improvement.

Signals that raise concern

• Career has been in high-pressure inbound sales without demonstrated educator or consultation orientation.

• The candidate wants to absorb second-tier conversion scope; wants PRCs reporting to them — that model has been considered and rejected.

• Analytics fluency is thin; the candidate cannot describe a funnel definition or speed-to-lead measurement from a blank page.

• Signs of running a leaderboard culture that damages patient-trust or team morale.

• The candidate treats intake as a call-center supervision role rather than as a Division Director role.

Governance Precedence

This profile controls role-specific performance expectations for the Division Director of Patient Intake. Where any conflict arises with the Enterprise Governance packet or the Enterprise Leadership Strategy, the enterprise-level document prevails and this profile is updated to conform. The intake-to-conversion handoff acceptance criteria are co-owned with the Division Director of Patient Conversion and cannot be changed unilaterally.

Appendix — Accountability Matrix Extract

This appendix reproduces the entries from the Envita Enterprise Accountability Matrix (Full Cell Structure) that apply to this role. It is provided as a boundary-clarity reference; the profile above is the primary source of truth for scope and responsibilities.

Responsibility-to-Enterprise RACI

Peer DD column = Division Director of Patient Conversion

Owned Responsibility

Self

ED G&S

ED Ops

ED A&P

Peer DD

GM EI

Other

First-tier telephone team performance

A/R

C

I

I

I

I

—

Care Path Conversation Framework execution

A/R

C

C

C

I

I

Clinical C

Care-path assignment quality (accuracy, appropriateness)

A/R

C

C

I

I

C

Clinical C

Speed-to-lead SLA compliance

A/R

C

I

I

I

I

—

Contact rate discipline

A/R

C

I

I

I

I

—

Qualified progression rate

A/R

C

I

I

R

R

—

Educator coaching, audits, certification

A/R

I

I

C

I

I

—

Educator PIP execution

A/R

R

I

A

I

I

HR C

Intake CRM completeness at intake stage

A/R

C

I

I

C

I

—

Nurture cadence design and execution

A/R

C

I

I

I

I

Marketing C

Lost-lead reactivation program

A/R

C

I

I

I

I

Marketing C

Handoff to Patient Conversion (data, SLA, quality)

A/R

C

I

I

A/R

I

—

Intake automation and AI adoption

A/R

C

C

I

I

I

Ent Projects R; Compliance C

Source-quality feedback to Marketing

R

C

I

I

I

I

Marketing A

Educator staffing plan

A/R

C

I

C

I

I

HR C

Cross-Division Director Interactions

With

Interaction

Patient Conversion

Joint owner of the intake→conversion handoff data set, SLA, and acceptance criteria. Patient Intake is A/R for outbound handoff quality; Patient Conversion is A/R for inbound acceptance and downstream conversion outcome.

Physician Outreach & Clinical Review

Consult on educator dialogue that mentions referring-physician relationships. Inform on volume patterns that could trigger physician-outreach opportunities.

Physician Operations & Care Delivery

Consult on care-path fit criteria as they relate to Envita physician bandwidth and clinical suitability. Inform on assignment patterns that affect physician demand.

GM of Envita Insights

Consult on care-path fit criteria for tele-oncology assignment. Inform on tele-onc assignment volume trends that affect Envita Insights capacity.

Shared Responsibilities (where this role contributes)

Shared domain

This role's contribution

Final owner

Care path framework

Intake dialogue; assignment quality; upgrade motion

Growth for assignment; Ops for delivery outcome

Annual planning

Demand and conversion inputs (first-tier funnel)

Executive Level

Patient experience

Pre-enrollment trust; expectation setting

Ops for operating experience across every delivery arm

Hiring & onboarding

Role capability requirements for educators

Admin/P&C for process; hiring leader for selection

Training

Sales content, coaching, certification (educator side)

Functional leader for capability; Admin/P&C for governance

Legend

A = Accountable · R = Responsible · C = Consulted · I = Informed

ED G&S = Sr Director of Enterprise Growth & Sales

ED Ops = Sr Director of Enterprise Operations

ED A&P = Sr Director of Enterprise Administration, Budgets, and People & Culture

Peer DD = Division Director of Patient Conversion · GM EI = General Manager of Envita Insights

Job Location

Scottsdale, Arizona, 85260, United States

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