Head of Service Delivery (Oracle Health Implementation Leadership) in Florida, New York at S&P Consultants Inc

About S&P

S&P Consultants is a veteran-owned small business that helps federal, state, local, tribal, and rural healthcare organizations navigate complex technology change. We bring deep healthcare expertise and large-scale transformation experience to the work that matters most—helping clients move critical initiatives forward with clarity, practical leadership, and a focus on lasting results. Our size gives us the agility to adapt, make thoughtful decisions, and act on strong ideas, while our experience enables us to take on complex, high-impact challenges. Everything we do is grounded in integrity, genuine commitment to our people, exceptional customer value, and transparent communication. These values shape how we work with clients, partners, and one another—and how we are building what comes next. Learn more at www.spfed.com.

About the Role

S&P Consultants has spent nearly three decades helping healthcare organizations navigate complex technology change. Our strength comes from pairing deep healthcare and Oracle Health expertise with experienced consultants who bring clarity, accountability, and practical leadership to complex transformations. Today, S&P supports several of the nation’s most consequential federal EHR modernization efforts, alongside a growing portfolio of state, local, tribal, and rural healthcare work.

We are seeking a Head of Service Delivery who can build on this foundation and shape how S&P delivers as the company grows. Reporting to the President and serving as a senior leader across the company, this role will lead the consulting organization and be accountable for performance across S&P’s portfolio of complex healthcare technology programs—including delivery quality, schedules, staffing, financial results, risk, compliance, client satisfaction, and the development and engagement of S&P’s teams.

As S&P takes on more major initiatives, the Head of Service Delivery will build a scalable, repeatable model for program leadership and project execution—one that gives leaders clear accountability, provides reliable visibility into performance, and enables teams to respond proactively. This leader will develop capable managers, help consultants grow, and ensure the organization is ready to meet current commitments and future opportunities. The goal is disciplined, dependable delivery without losing the responsiveness, agility, and experienced judgment that distinguish S&P.

Healthcare transformation will remain central to S&P’s work. The company has established a strong position supporting large-scale Oracle Health modernization, with experience spanning implementation and optimization, clinical informatics, interoperability, testing, data, revenue cycle, digital health, training, go-live, stabilization, and sustainment. The Head of Service Delivery will keep programs grounded in the realities behind the plan—connecting technology decisions to clinical and operational work, preparing clients and users for adoption, and ensuring that progress is demonstrated through readiness and results.

This is not a role focused only on overseeing projects or stepping in when delivery problems arise. It is an opportunity to build the leadership, operating discipline, and financial accountability required to run several major initiatives concurrently while remaining close enough to clients and teams to understand what is changing and what support is needed. That proximity will also allow the Head of Service Delivery to shape new pursuits, identify opportunities within existing programs, and help determine the capabilities the company should build next.

For an accomplished delivery leader, S&P offers a compelling combination: complex, mission-critical work; the credibility and expertise of an established healthcare technology company; and the agility of a growing veteran-owned small business. Success will mean developing strong leaders, earning the confidence of customers and partners, achieving consistent operational and financial results, and building a delivery organization that consultants are proud to be part of and that S&P can confidently scale as we grow.

Key Responsibilities

Delivery Performance & Operating Model

• Own end-to-end service delivery performance across all company engagements, including scope, schedules, quality, resourcing, financial performance, and risk.
• Build and lead a scalable service delivery operating model—including clear roles, accountability, governance, escalation paths, consistent delivery practices, and a regular cadence for reporting and trend review—that produces consistent outcomes across multiple programs and can expand as S&P’s portfolio grows.
• Own the definition, implementation, and ongoing management of delivery KPIs, including but not limited to: timeline and milestone adherence; budget, revenue, and margin performance; program quality and risk measures; client and partner satisfaction and retention; and resource utilization and engagement.
• Ensure every engagement meets or exceeds performance targets, contractual commitments, governmental requirements, and applicable Service Level Agreements.
• Serve as S&P’s senior delivery representative with federal, state, local, tribal, and rural healthcare customers, technology vendors, system integrators, prime contractors, and other partners—building trusted relationships, aligning expectations, and resolving issues to support successful delivery.

Consulting Team Leadership & Talent Development

• Lead and develop service delivery leaders, program and project managers, functional and technical leads, consultants, and subject matter experts. Build capable managers who set clear expectations, coach and engage their teams, remove obstacles, secure resources, recognize strong contributions, and redirect or escalate when needed.
• Create a collaborative, accountable consulting culture in which teams raise concerns early, work across disciplines to deliver high-quality, integrated solutions, and stay focused on the client’s real needs.
• Build leadership depth and maintain a portfolio-wide understanding of consultants’ capabilities, experience, interests, and development goals. Work through delivery managers to provide coaching, cross-training, and assignment opportunities that support employees’ growth, meet changing program and client needs, transition employees as contracts evolve or end, and prepare S&P for future opportunities.
• Ensure compliance with government/client labor category (LCAT) requirements, training, and certification standards.

Financial & Contract Performance

• Be accountable for the financial performance of the consulting organization and its programs, including budgets, forecasts, burn rates, revenue, margin, funding levels, and resource utilization. Ensure staffing and delivery decisions support both client commitments and company objectives.
• Hold program leaders accountable for accurate, timely information on staffing, progress, forecasts, risks, and expected outcomes, and ensure emerging concerns are addressed early.
• Partner with Corporate Finance and the Contract Program Management Office to support accurate forecasting, invoicing, funding management, reporting, and compliance with FAR/DFARS, contract terms, and internal policies.
• Represent Service Delivery in contract negotiations, modifications, and performance reviews, ensuring decisions reflect delivery requirements, staffing implications, financial impact, and customer commitments.

Growth Partnership & Delivery Readiness

• Partner with Growth leadership to align pipeline priorities with staffing, workforce planning, onboarding, and delivery readiness so S&P can launch new work effectively.
• Shape the delivery approach and staffing strategy for priority pursuits, bringing relevant program experience and metrics into proposal development, client and partner discussions, oral presentations, and post-award transition planning.
• Leverage firsthand insight into client priorities and program performance to shape opportunities for adjacent services, increased workshare, contract expansion, and follow-on work, in partnership with Growth leadership.
• Identify the delivery capabilities S&P needs for future opportunities, including the expertise, tools, and operating approaches required in areas such as data interoperability, cybersecurity, health analytics, training, clinical informatics, EHR sustainment, and other complementary healthcare and enterprise transformation services.

What Success Looks Like in the First Year

• Build a strong command of S&P’s delivery portfolio, establish trusted relationships with customers, partners, and internal leaders, and identify the programs, risks, and decisions requiring immediate attention.
• Establish clear accountability across service delivery, with capable managers who understand their authority, actively lead their teams, and address delivery and performance issues early.
• Create a reliable operating rhythm for reviewing program health, financial performance, staffing, customer concerns, and enterprise risks—and turn that visibility into timely action.
• Establish effective partnerships with Growth, Finance, CPMO, People Operations, and IT to ensure new work is properly planned, staffed, launched, and supported.
• Establish a scalable, repeatable model for program leadership and project execution that enables S&P to deliver multiple initiatives concurrently with consistent governance, visibility, quality, and accountability.

• 10+ years of experience leading large, complex healthcare IT programs in a consulting or professional services company, with Oracle Health expertise strongly preferred.
• Proven success leading multi-task-order portfolios and large-scale implementations, as well as overseeing several major initiatives concurrently. Experience with government healthcare modernization programs is ideal.
• Proven experience building and scaling large consulting teams, including leading managers and other senior leaders responsible for program and project execution.
• Demonstrated ability to establish consistent governance, performance measures, and operating practices across multiple programs while remaining close enough to delivery to identify risks, support leaders, and intervene when needed.
• Strong financial and business judgment, with experience managing P&L, budgets, forecasts, utilization, funding, revenue, and margin for large consulting departments and programs.
• Demonstrated ability to use operating and financial data to guide decisions, provide clear reporting that supports timely action, and communicate effectively with clients, partners, managers, and senior leaders.
• Strong understanding of federal acquisition and delivery environments, including FAR/DFARS requirements and task order management, is strongly preferred.
• A client-first leadership approach that combines disciplined execution with sound judgment and keeps delivery focused on practical outcomes.
• U.S. citizenship with the ability to obtain the required federal clearance.

Additional Details

• This is a remote position. Travel is estimated at 25–50% to engage with customers, partners, and internal teams.
• The projected annual salary range is $200,000–$250,000. Actual compensation will reflect the candidate’s education, knowledge, skills, competencies, and experience, as well as contract-specific affordability and organizational requirements. This range is an estimate and does not guarantee compensation.
• S&P’s total compensation package includes medical, dental, vision, life, and disability insurance; a 401(k); paid holidays; and paid time off.
• This posting will remain open for 120 days or until the position is filled.