Senior Vice President - Enterprise Performance & Transformation

Position Purpose

The Senior Vice President, Enterprise Performance & Transformation is responsible for building and sustaining GRAND’s enterprise performance-management and continuous-improvement system. This executive converts strategy into measurable operational priorities, defines the information leaders need to make decisions, establishes disciplined performance-review routines, and leads large-scale process improvement and change across clinical, operational, and shared-services functions.

This role is the business owner of how performance information is defined, prioritized, interpreted, presented, and used. The SVP establishes business requirements, metric definitions, decision-use cases, validation expectations, adoption standards, and management routines in partnership with Information Technology, Clinical Informatics, Finance, Quality, Compliance, and operational leaders. Technical teams translate those requirements into reliable information products, while this executive ensures the resulting measures and tools answer the right questions and are consistently used to improve performance.

The position will introduce and scale Lean management practices, strengthen organizational change capability, standardize shared-services measures, and ensure improvement initiatives produce measurable gains in access, quality, client experience, workforce effectiveness, operating performance, and financial stewardship.

Core Executive Mandate

The SVP owns the enterprise management disciplines that connect strategy, operational performance, improvement, and change. The role establishes what leaders need to know, how performance is defined and reviewed, how improvement priorities are selected, and how major changes are adopted and sustained. The SVP works through accountable functional leaders and technical partners to convert organizational priorities into clear requirements, trusted measures, disciplined management routines, and measurable improvement.

·Enterprise performance-management framework, including scorecards, review cadence, escalation, corrective-action discipline, and follow-through.

·Business requirements and decision-use cases for executive, operational, clinical, financial, and shared-services performance information.

·Enterprise metric governance, including definitions, accountable owners, targets, thresholds, validation expectations, interpretation standards, and approved management uses.

·Prioritization of dashboard, scorecard, and performance-information needs according to strategic value, decision impact, risk, and organizational capacity.

·Enterprise Lean management approach, process-improvement standards, improvement portfolio, and internal capability development.

·Organizational change framework for sponsorship, stakeholder alignment, readiness, communication, training, adoption, reinforcement, and sustainment.

·Transformation portfolio governance, execution visibility, risk escalation, benefits realization, and transfer of improvements into routine operations.

·Shared-services performance framework, including consistent measures of service, quality, timeliness, capacity, cost, reliability, and customer experience.

Primary Accountabilities

1. Enterprise Performance Management

·Design and implement a coherent enterprise performance-management system linking GRAND’s strategy to a focused set of measures, targets, operating reviews, corrective actions, and improvement priorities.

·Establish a tiered scorecard structure that connects Board and executive measures to regional, program, department, team, and shared-services performance.

·Create disciplined performance-review routines that move leaders from passive reporting to interpretation, root-cause analysis, decisions, ownership, and follow-through.

·Define escalation criteria for material performance gaps, data-quality concerns, stalled actions, and risks to strategic execution.

·Prepare concise performance narratives that explain what changed, why it matters, what action is required, who owns the response, and how improvement will be verified.

·Monitor whether dashboards and scorecards are being used in operating decisions and redesign them when they do not support action.

2. Data Requirements, Metric Governance & Decision Use

·Lead the business process for identifying, documenting, and prioritizing data and dashboard requirements based on executive, operational, clinical, regulatory, and financial decisions.

·Establish and maintain enterprise standards for metric definitions, calculation intent, data owner, data steward, source of truth, refresh expectations, validation, target, threshold, and approved use.

·Facilitate resolution when departments use conflicting definitions, business rules, timeframes, denominators, or interpretations for the same measure.

·Partner with technical teams to translate business requirements into clear specifications, sequencing priorities, acceptance criteria, and release-readiness standards.

·Coordinate user acceptance, business validation, and readiness for release of dashboards and scorecards.

·Ensure leaders understand the appropriate meaning, limitations, and management use of performance measures.

·Chair or lead an enterprise metric-governance process that includes the accountable operational, clinical, financial, quality, compliance, and technology leaders.

3. Lean Management & Large-Scale Process Improvement

·Design and deploy a practical Lean management system appropriate for a multi-site behavioral health organization.

·Lead enterprise value-stream analysis across high-impact workflows such as access, referral conversion, intake, service delivery, clinical documentation, revenue cycle, workforce processes, crisis operations, and shared services.

·Establish standard methods for A3 problem solving, root-cause analysis, value-stream mapping, Kaizen events, standard work, visual management, leader standard work, and sustainment.

·Create a transparent pipeline for selecting improvement work based on mission impact, client value, risk, operational burden, financial return, and organizational capacity.

·Require measurable baselines, target conditions, countermeasures, owners, implementation plans, control measures, and verified results for improvement initiatives.

·Build internal capability by coaching executives, leaders, managers, and frontline teams in structured problem solving and continuous improvement.

·Prevent Lean from becoming a stand-alone project function by embedding improvement methods into routine leadership and operational management.

4. Enterprise Change Management

·Lead the people side of major transformation initiatives by establishing a repeatable enterprise change-management approach.

·Assess stakeholder impact, sponsorship strength, readiness, resistance, communication needs, training needs, adoption risk, and reinforcement requirements.

·Build sponsor coalitions and clarify the visible leadership behaviors required to support change.

·Develop segmented communication, engagement, training, implementation, and reinforcement plans for affected groups.

·Define adoption measures and use evidence to identify where a technically complete initiative has not been operationally adopted.

·Partner with operational and functional leaders so ownership transfers to the business and improvements are sustained after implementation.

5. Shared-Services Performance Standardization

·Create a common performance framework for shared services while preserving functional accountability within each department.

·Establish service catalogs that define customers, services, demand, capacity, service levels, handoffs, and expected outcomes.

·Standardize relevant measures across shared services, including service volume, backlog, cycle time, responsiveness, quality, rework, cost, productivity, reliability, and internal-customer experience.

·Facilitate cross-functional work to eliminate unclear ownership, unnecessary handoffs, duplicate activity, inconsistent service expectations, and avoidable delay.

·Use performance evidence and Lean methods to help accountable shared-services leaders improve value, service reliability, responsiveness, quality, and efficiency.

6. Transformation Portfolio & Benefits Realization

·Maintain an enterprise view of major transformation and improvement initiatives, including strategic alignment, scope, interdependencies, milestones, risks, resources, decisions, and expected benefits.

·Create consistent standards for charters, governance, status reporting, risk escalation, decision logs, implementation readiness, and sustainment.

·Partner with Finance and operational owners to define and validate anticipated and realized clinical, operational, workforce, access, quality, and financial benefits.

·Recommend when initiatives should be accelerated, redesigned, paused, combined, or stopped based on evidence and enterprise priorities.

·Provide the COO and executive leadership with direct, decision-oriented reporting on execution risk and benefit realization.

Leadership & Organizational Influence

·Serve as a trusted advisor to the COO and executive leadership on enterprise performance, operational constraints, transformation risk, and improvement priorities.

·Influence across clinical, medical, nursing, finance, quality, compliance, human resources, technology, regional operations, and shared services without relying solely on positional authority.

·Build a high-accountability team with strong capability in operational excellence, performance analytics business partnership, change management, and portfolio governance.

·Develop leaders who can diagnose systems, distinguish symptoms from root causes, make evidence-based decisions, and sustain improvements.

·Model direct communication, intellectual honesty, curiosity, disciplined follow-through, respect for frontline expertise, and commitment to GRAND’s mission and values.

Required Qualifications

·Bachelor’s degree in healthcare administration, business, industrial engineering, operations, organizational change, analytics, or a related field.

·Ten or more years of progressively responsible experience in enterprise transformation, operational excellence, performance improvement, healthcare operations, or a closely related field.

·Five or more years leading leaders, cross-functional teams, or an enterprise transformation/operational-excellence function.

·Demonstrated success leading large-scale, multi-site process improvement with verified operational, quality, access, workforce, client-experience, or financial results.

·Demonstrated experience establishing or scaling Lean management practices, not solely participating in isolated improvement projects.

·Demonstrated experience leading complex organizational change, including sponsorship, stakeholder engagement, resistance management, adoption, and sustainment.

·Experience defining business requirements for dashboards, scorecards, KPIs, and performance routines in partnership with technical teams.

·Experience establishing metric definitions, ownership, governance, targets, and decision-use standards.

·Executive-level communication skills, including the ability to translate complex performance information into clear choices, risks, and recommended actions.

Preferred Qualifications

·Master’s degree in business administration, healthcare administration, public health, industrial engineering, organizational development, or a related field.

·Lean Six Sigma Black Belt or Master Black Belt, or equivalent evidence of enterprise Lean deployment.

·Recognized change-management training or certification, such as Prosci, CCMP, or an equivalent evidence-based methodology.

·Experience in behavioral health, human services, CCBHC operations, integrated care, or another regulated, mission-driven healthcare environment.

·Experience supporting EHR, ERP, data-platform, operating-model, or shared-services transformations.

·Working literacy in Power BI or comparable business-intelligence environments sufficient to define requirements, evaluate usability, interpret results, and guide adoption.

Critical Leadership Competencies

·Enterprise systems thinking: Understands how strategy, workflow, capacity, technology, policy, incentives, behavior, and measurement interact.

·Operational credibility: Can work effectively from the executive team to the frontline and can distinguish practical improvement from theoretical redesign.

·Change leadership: Builds sponsorship, engagement, readiness, adoption, and reinforcement across diverse stakeholder groups.

·Analytical judgment: Asks the right questions, challenges weak assumptions, defines decision-relevant information requirements, and translates evidence into action.

·Influence and alignment: Resolves cross-functional ambiguity and competing priorities while preserving accountable ownership.

·Execution discipline: Converts priorities into clear deliverables, decisions, owners, timelines, measures, and sustained results.

·Learning orientation: Tests, adapts, and scales solutions based on evidence rather than attachment to a preferred method.

Performance Expectations

Performance will be evaluated on the effectiveness of the management system and the results achieved through leaders and teams, not on the volume of reports or dashboards personally produced.

·Leaders consistently use a limited set of trusted measures to make, document, and follow through on operational decisions.

·Enterprise metrics have clear definitions, owners, stewards, sources, targets, thresholds, validation expectations, and approved decision uses.

·Dashboard and scorecard requirements are prioritized by business value and are accepted by accountable users before deployment.

·Shared-services functions use a consistent performance framework and demonstrate improvement in relevant service, quality, timeliness, capacity, cost, reliability, or customer measures.

·Lean methods are incorporated into leadership routines and produce verified improvements that are sustained beyond initial implementation.

·Major transformation initiatives demonstrate measurable adoption, benefit realization, risk management, and transfer of ownership to the business.

·Cross-functional performance gaps are addressed through clear ownership, structured problem solving, timely escalation, and visible follow-through.

·Executive and Board reporting clearly distinguishes facts, interpretation, risk, action, accountability, and outcome.

Initial Executive Mandate

First 90 Days

·Assess GRAND’s current performance-management routines, improvement portfolio, dashboard use, metric governance, shared-services measures, and change capability.

·Recommend an enterprise performance architecture and governance model, including roles and decision rights among this position, operational executives, Finance, Quality, Compliance, Information Technology, and Clinical Informatics.

·Confirm the initial enterprise KPI set, decision-use cases, ownership, gaps, competing definitions, and priority requirements.

·Select a small number of high-value improvement opportunities and establish charters, baselines, owners, targets, and sustainment measures.

·Present a sequenced 12-month roadmap for performance management, Lean deployment, change capability, shared-services standardization, and transformation governance.

First 12 Months

·Implement a repeatable executive and operational performance-review cadence.

·Establish a governed enterprise metric dictionary and decision-rights model.

·Align executive, operational, and shared-services scorecards to a common performance architecture.

·Complete and sustain an initial portfolio of enterprise Lean improvements with verified results.

·Deploy a common change-management approach for major initiatives and begin measuring adoption.

·Establish transformation portfolio governance and benefit-realization reporting.

·Develop internal Lean and change leaders capable of supporting future work.

Work Environment & Other Expectations

·Primarily office-based with a strong on-site and in-market leadership presence across GRAND’s service footprint.

·Regular travel within GRAND’s service area may be required to observe work directly, engage leaders and frontline teams, and support implementation.

·Regular and predictable attendance is an essential job duty.

·Promotes GRAND’s CCBHC model, integrated behavioral and physical healthcare, evidence-based practices, accessible care, and community-based service delivery.

·Performs other duties assigned by the COO or Executive Leadership that are consistent with the purpose and decision rights of the role.