Chief Of Staff in at TURNINGPOINT HEALTHCARE SOLUTIONS LLC

TurningPoint Healthcare Solutions is disrupting the traditional approach to specialty care management through innovative technology and world-class clinical expertise.

Founded in 2014, TurningPoint has built a team of 400 leading healthcare experts, clinicians, and technologists helping customers in 33 states manage the health and wellness of 26M patient lives and $4B in medical expenditures each year. TurningPoint empowers health plans and providers to improve the quality, safety, and affordability of healthcare.

TurningPoint specializes in treating the most complex areas of care management including musculoskeletal, pain management, cardiology, wound care, oncology, ear/nose/throat, sleep, and implantable devices. Leveraging data analytics, AI, and machine learning as well as the latest advancements in telemedicine solutions, TurningPoint brings patients, providers, and health plans together to manage risk, lower costs, and drive better outcomes.

The Chief of Staff to the CEO serves as a trusted strategic partner and extension of the Chief Executive Officer, helping translate enterprise strategy and priorities into clear decisions, disciplined execution, and measurable results.

Working closely with the CEO and executive leadership team, the Chief of Staff will help ensure the organization’s most important priorities move forward with clarity, pace, and accountability. This individual will synthesize complex information, frame strategic and operating decisions, strengthen executive and Board communications, lead selected cross-functional initiatives, and establish effective mechanisms for tracking commitments, risks, dependencies, and results.

A critical measure of success will be increasing the effectiveness and leverage of the CEO, enabling her to spend more time on strategy, leadership, external relationships, growth, and the highest-value decisions while ensuring appropriate follow-through across the organization.

This is a senior strategic and operating role, not an administrative support position. The Chief of Staff will work across the enterprise through influence rather than formal authority and must be equally comfortable thinking strategically, working through complex business issues, and driving practical execution.

Key Responsibilities

• Serve as a trusted strategic and thought partner to the CEO, providing candid perspective on enterprise priorities, business challenges, organizational issues, emerging opportunities, and key decisions.

• Translate strategy into execution by converting enterprise priorities into clear objectives, accountable owners, milestones, measures, dependencies, and decision points.

• Strengthen the CEO’s operating rhythm by helping structure and drive executive leadership meetings, strategic planning sessions, business reviews, priority discussions, and other critical leadership forums.

• Improve executive decision-making by identifying the central issues, synthesizing complex information, developing alternatives and tradeoffs, clarifying risks, and preparing concise recommendations and decision materials.

• Lead preparation for Board and investor interactions, partnering with the CEO, Finance, and other executives to develop clear, accurate, compelling, and decision-ready presentations, briefing materials, narratives, and supporting analysis.

• Drive accountability and follow-through by establishing simple, effective mechanisms to track enterprise commitments, decisions, risks, dependencies, and progress against the organization’s highest-priority objectives.

• Lead or unblock selected cross-functional initiatives that span organizational boundaries, require executive-level coordination, or do not have a natural single owner.

• Identify issues requiring CEO attention and exercise sound judgment regarding what should be escalated, delegated, resolved independently, or addressed directly by accountable leaders.

• Protect and increase CEO leverage by taking ownership of preparation, coordination, analysis, and follow-through that do not require the CEO’s unique authority while preserving appropriate access between the CEO and organizational leaders.

• Strengthen alignment across the Executive and Senior Leadership Teams, helping surface competing priorities, organizational barriers, dependencies, and unresolved issues before they impede execution.

• Partner across Finance, Operations, Technology, Product, Growth, Human Resources, Clinical, and other functions to advance enterprise priorities and ensure decisions reflect an enterprise-wide perspective.

• Support annual and long-range strategic planning, helping connect enterprise strategy to operating priorities, resource decisions, and measurable business outcomes.

• Improve the flow of information to and from the CEO, ensuring she has the relevant facts, context, perspectives, and emerging risks necessary to make informed decisions without becoming a bottleneck or gatekeeper.

• Serve as a trusted liaison with key internal and external stakeholders, exercising exceptional judgment and discretion regarding sensitive business, people, Board, investor, and strategic matters.

• Undertake special projects and other strategic responsibilities on behalf of the CEO as business needs evolve.

What Success Looks Like:

• Enterprise priorities have clear ownership, measures, milestones, dependencies, and decision paths.

• Executive meetings are well prepared, focused on the right issues, and result in clear decisions and follow-through.

• Significant risks and barriers are surfaced early rather than after deadlines or commitments are missed.

• Major decisions are framed with relevant facts, alternatives, tradeoffs, recommendations, and clear ownership.

• Board and executive materials are concise, accurate, strategically coherent, and require limited substantive revision by the CEO.

• Selected high-priority cross-functional initiatives demonstrate measurable progress and business impact.

• The CEO is able to devote more time and attention to strategy, people, growth, external relationships, and the decisions where her involvement creates the greatest value.

• Senior leaders view the Chief of Staff as a trusted, candid, low-ego partner who creates clarity and accountability without adding unnecessary bureaucracy or creating a shadow leadership structure.

Education and Experience:

• Bachelor’s degree required; MBA, MHA, or other relevant advanced degree preferred.

• 5+ years of progressive experience in strategy, operations, management consulting, corporate development, transformation, Chief of Staff, or another role involving significant enterprise-level responsibility.

• Demonstrated experience working directly with CEOs, senior executives, or executive leadership teams on complex business issues and strategic priorities.

• Proven experience leading significant cross-functional initiatives through influence rather than formal authority.

• Experience developing executive-level and/or Board-level presentations, decision materials, business cases, or strategic recommendations.

• Strong business and financial acumen, with the ability to understand operating and financial performance and translate data into business implications.

• Experience in healthcare, healthcare services, technology-enabled services, management consulting, private-equity-backed organizations, or similarly complex and rapidly evolving environments strongly preferred.

• Experience within a regulated and stakeholder-intensive environment preferred.

Knowledge, Skills and Leadership Attributes:

• Strategic synthesis. Ability to quickly identify the central issue within complex information, distinguish signal from noise, understand tradeoffs, and connect day-to-day decisions to enterprise strategy.

• Execution and follow-through. Exceptional ability to turn priorities into action, establish clear ownership and milestones, anticipate dependencies, close loops, and drive results without creating unnecessary process.

• Executive judgment and discretion. Sound judgment with incomplete information and exceptional discretion regarding confidential business, Board, investor, organizational, and people matters.

• AI and technology fluency. Demonstrates practical experience leveraging AI and emerging technologies to improve productivity, analysis, decision-making, and business execution.

• Executive communication. Outstanding written and verbal communication skills, including the ability to distill complicated issues into concise, decision-ready narratives and presentations.

• Influence without authority. Ability to establish credibility across functions and levels, challenge senior leaders constructively, navigate competing priorities, and gain commitment without relying on positional authority.

• Business and financial acumen. Ability to understand the economic, operational, strategic, clinical, regulatory, and organizational implications of business decisions.

• Enterprise orientation. Consistently prioritizes what is best for the organization rather than the interests of an individual function or proximity to the CEO.

• Courage and candor. Willingness to surface difficult issues, challenge assumptions, provide evidence-based recommendations, and tell the CEO what she needs to hear—not simply what she wants to hear.

• Low ego and high ownership. Comfortable doing important work regardless of visibility, sharing credit, taking accountability, and moving seamlessly between strategic thinking and hands-on execution.

• Learning agility. Ability to rapidly understand TurningPoint’s business, customers, healthcare environment, operating model, and strategic opportunities and apply that understanding to increasingly complex issues.