Sr. Executive Vice President of SW Operations

Job Title

Sr. Executive Vice President of SW Operations – Home Health, Hospice, Personal Care Services & Therapy

Location: Flexible within the region (Texas, New Mexico, Indiana); regular travel across all service areas.

Reports To: Chief Executive Officer

Direct Reports: 4 Vice Presidents of Operations (one for Home Health, one for Hospice, one for Personal Care Services and one for Therapy)

Position Summary

The Sr. Executive Vice President, Southwest of Operations is a strategic, outcomes-driven executive responsible for the operational, clinical, financial, and regulatory performance of the company’s Home Health, Hospice, Personal Care Services and Therapy across Texas, New Mexico, and Indiana. This leader translates strategy into execution, ensures exceptional patient/family experience, drives referral growth, and sustains high-quality, compliant care while optimizing efficiency and profitability. The role stewards a $129M portfolio with a $55M expense base and leads four VP-level operators, fostering a cohesive, data-informed, high-performance culture.

Scope & Scale

• Annual Revenue: ~$129 million
• Expense Budget: ~$55 million
• Geography: Multi-state operations (TX, NM, IN)
• P&L Ownership: Full regional P&L accountability, including revenue growth, margin expansion, and cost management across all service lines.

Key Responsibilities

1) Strategic Leadership & Growth

• Own regional strategy and annual operating plans for all four service lines; align resources to meet revenue, margin, and patient care goals.
• Develop market expansion plans (de novos, tuck-in acquisitions, service mix optimization) and integrated care pathways across Home Health, Hospice, Personal Care and Therapy.
• Lead referral development (health systems, physicians, post-acute networks, payers, MCOs, ACOs) and strengthen value-based partnerships.
• Build a unified brand experience across states and service lines.

2) Financial & P&L Management

• Deliver the P&L: meet/exceed targets for revenue, EBITDA margin, cash flow, and cost containment.
• Budget ownership for the $55M expense plan; drive disciplined labor productivity, visit utilization, supply, and overhead management.
• Revenue cycle performance: improve DSO, AR aging, authorization turnaround, and payer mix; partner tightly with Finance & RCM.
• Capital allocation: prioritize investments (technology, clinical programs, talent) using ROI and payback analyses.

3) Operational Excellence

• Standardize operating model and SOPs for intake, scheduling, case management, visit planning, interdisciplinary team coordination, and transitions of care.
• Throughput & capacity management: optimize staffing models, productivity benchmarks, and census growth; reduce avoidable cancellations and missed visits.
• Continuous improvement using Lean/Six Sigma tools; drive cost-to-serve reduction and process reliability.

4) Clinical Quality & Compliance

• Accountable for quality outcomes:
• Home Health: OASIS accuracy, Star Ratings, risk-adjusted readmission rates, timely initiation of care, HHVBP measures.
• Hospice: CHAPS/family satisfaction, symptom management, live discharge rate, length of stay (LOS), and interdisciplinary plan-of-care adherence.
• Personal Care Services: care plan compliance, caregiver reliability, service continuity, customer satisfaction.
• Therapy: functional outcome improvement (e.g., mobility and ADL performance), patient engagement and visit adherence, timely evaluations and reassessments, documentation accuracy and compliance, and payer-driven utilization management.
• Regulatory stewardship: ensure federal and state compliance (e.g., CMS Conditions of Participation), survey readiness, corrective action plans, and policy adherence across TX, NM, IN.
• Clinical governance: partner with Chief Clinical Officer/Medical Directors on evidence-based protocols, high-risk case review, and clinical education.

5) Workforce & Culture

• Lead and develop four VPs of Operations; set clear KPIs, cadence, and accountability.
• Succession planning and leadership bench building across branch administrators, DONs/clinical leaders, and market directors.
• Talent strategy: recruiting, retention, incentive design, competency development, and engagement—especially for field clinicians and caregivers.
• Culture of safety and Just Culture principles; reinforce mission-driven, patient-centered values.

6) Customer & Stakeholder Management

• Voice of patient & family: champion service excellence and rapid issue resolution.
• External relationships: health systems, referral sources, payers, state agencies; represent the organization in market forums.
• Community presence: foster partnerships with senior services, community groups, and hospice volunteer networks.

7) Data, Technology & Innovation

• Run the business by the numbers: build dashboards for census, productivity, quality, financials, and regulatory metrics; adopt a weekly/monthly ops cadence.
• Digital enablement: leverage EMR/EHR capabilities, mobile documentation, scheduling optimization, telehealth/remote monitoring as appropriate.
• Analytics-driven decision making: segment performance by market/service line; conduct root-cause analyses and implement corrective actions.

8) Risk Management & Safety

• Clinical risk mitigation: sentinel event review, infection control, medication safety, and after-hours escalation protocols.
• Operational risk: disaster readiness, supply chain stability, cybersecurity awareness, and business continuity across three states.

9) Cross-State Regulatory Nuance

• Navigate state-specific requirements in Texas, New Mexico, and Indiana (licensure, staffing, supervision rules, emergency preparedness, scope of practice, Medicaid/MCO contracts), ensuring policies and training reflect state-level variations.

Success Metrics (KPIs)

Financial & Growth

• Net revenue & EBITDA margin vs. plan; labor cost % of revenue; visit cost per episode/ per diem; DSO (< target) and AR aging improvement; payer mix optimization; de novo ramp timelines; referral conversion rate; same-store growth.

Clinical Quality & Compliance

• Home Health Star Rating ≥ 4.0; HHVBP composite improvements; OASIS audit accuracy; 30-day readmission rate reduction.
• Hospice CHAPS ≥ 85th percentile; stable/appropriate LOS; live discharge within benchmarks; condition-of-participation survey outcomes (no condition-level deficiencies).
• Personal Care caregiver reliability rate; plan-of-care adherence; client satisfaction ≥ target.

Operational

• Productivity (visits per clinician FTE), on-time start-of-care, scheduling efficiency, missed visit rate, visit utilization vs. care plan, branch survey readiness scores.

People & Culture

• Voluntary turnover; time-to-fill; leadership bench strength; engagement scores; safety incident rate.

Competencies

• Strategic Agility & Execution – turns strategy into measurable outcomes.
• Financial Acumen – manages budgets, margins, and RCM drivers.
• Clinical & Regulatory Literacy – ensures safe, compliant, high-quality care.
• Operational Excellence – process discipline and continuous improvement.
• Leadership & Talent Development – builds strong teams and culture.
• Relationship Management – trust-based partnerships with referrers and payers.
• Data-Driven Decision Making – uses analytics to guide action.
• Change Leadership – leads integration, standardization, and transformation.

Working Conditions & Travel

• Frequent travel (40–60%) across TX, NM, IN to branches, referral sources, payers, and regulatory engagements.
• Availability for after-hours escalation and incident management as needed.

Equal Opportunity Statement

We are an Equal Opportunity Employer and do not discriminate against any employee or applicant for employment based on race, color, religion, sex, national origin, age, disability, veteran status, sexual orientation, gender identity, or any other protected status in accordance with applicable federal, state, and local laws.

New Day Healthcare’s Purpose Statement

• Commitment to what is right for patients and caregivers.
• Upholding an open spirit and treating everyone with honor and kindness.
• Understanding that investment returns are essential and reasonable.
• Building a long-term business with mission and purpose.
• Partnering with those that are not short-sighted parties (clinical, financial, strategic or acquaintances).
• Adhering to the management methods of Jesus Christ (moral, ethical, righteousness).
• Leadership that bases decisions on prayer, commitment and thoughtful conversation always exhibiting patience, honor and kindness.
• Demonstrating a commitment to a culture in which care comes first and as leaders we find a way to accommod