Vice President

IKS Health Limited.; Hyderabad; On-site; INR 3,000,000 - 5,500,000; Full time

Job summary

IKS Health Limited. seeks a visionary VP – Healthcare Revenue Cycle Management to lead end-to-end RCM operations across clients, drive profitability, and shape strategic partnerships.

The role requires deep domain expertise, executive presence, and strong financial acumen to translate data into business outcomes. The incumbent will steer strategic business leadership, P&L management, analytics, and customer engagement, while guiding transformation initiatives that improve cash flow, quality, and

Qualifications

• 18+ years of leadership in healthcare RCM or related domain.
• Proven experience with end-to-end RCM processes and customer engagements.
• Strong financial acumen including budgeting, forecasting and risk management.
• Excellent stakeholder management and executive communication.

Responsibilities

• Define and execute strategic RBM/RCM initiatives aligned with client goals.
• Own P&L, budgets, cost control, margin optimization and performance reviews.
• Lead data-driven performance insights and executive dashboards for client reviews.
• Build strategic relationships with customer executives and drive value realization.
• Champion transformation initiatives across operations, QA, IT, and workforce management.
• Ensure governance, compliance, and risk management across portfolios.

Skills

Strategic Leadership

Healthcare RCM

P&L Management

Executive Engagement

Data Analytics

Tools

ERP Systems

Healthcare IT

Job description

Job Description: Vice President (VP) – Healthcare Revenue Cycle Management

Experience - 18+ years

1. Role Purpose

The Vice President (VP) – Healthcare Revenue Cycle Management is responsible for providing strategic and operational leadership across the RCM business, with end-to-end accountability for financial performance, operational excellence, customer relationships, and business transformation.

The role requires a combination of deep healthcare RCM domain expertise, strong financial acumen, analytical capabilities, and executive-level customer engagement skills. The AVP will translate business and operational data into strategic insights, identify opportunities to improve profitability and operating efficiency, and lead cross-functional initiatives that deliver measurable business outcomes.

As a strategic partner to customers and internal leadership, the AVP will drive a culture of accountability, continuous improvement, innovation, and customer-centricity while ensuring alignment between business objectives, operational execution, and long-term growth.

2. Key Responsibilities

A. Strategic Business Leadership

• Define and execute business strategies aligned with organizational goals, customer priorities, financial commitments, and growth objectives.
• Maintain a comprehensive understanding of the healthcare RCM landscape, industry trends, payer dynamics, reimbursement practices, and emerging technology opportunities.
• Translate strategic priorities into actionable business plans with clear outcomes, ownership, timelines, and performance measures.
• Provide strategic direction to leadership teams and influence decisions that strengthen business performance and competitive positioning.

B. P&L Management and Financial Performance

• Own the financial health of the assigned business portfolio, including revenue, operating costs, contribution margins, profitability, and budget adherence.
• Develop a strong understanding of financial drivers and their relationship to operational performance, productivity, quality, and customer commitments.
• Lead budgeting, forecasting, financial reviews, variance analysis, and financial risk mitigation.
• Identify opportunities to optimize cost structures, improve resource utilization, enhance margins, and strengthen operating leverage.
• Evaluate the financial implications of business decisions, process changes, technology investments, and customer-specific requirements.
• Establish accountability for financial outcomes and ensure corrective actions are implemented to address performance gaps.
• Provide strategic oversight across the healthcare revenue cycle, including patient access, eligibility verification, charge capture, medical coding, billing, payment posting, accounts receivable, denial management, and underpayment recovery.
• Identify opportunities to reduce revenue leakage, improve reimbursement outcomes, accelerate cash flow, and strengthen revenue integrity.
• Evaluate operational and financial performance against relevant RCM benchmarks, payer requirements, and industry best practices.
• Guide teams in resolving complex process challenges and improving end-to-end revenue cycle effectiveness.
• Advise customers on improvement opportunities that align operational interventions with measurable financial and business outcomes.

D. Business Analytics and Performance Insights

• Establish a data-driven operating culture by leveraging financial, operational, quality, and customer performance data.
• Analyze trends, patterns, and underlying performance drivers to identify opportunities, emerging risks, and root causes.
• Translate complex data into actionable business insights, strategic recommendations, and measurable improvement plans.
• Establish executive dashboards and performance scorecards covering financial health, operational effectiveness, customer outcomes, and transformation benefits.
• Develop compelling business narratives that connect operational performance to financial impact and customer value.
• Use forward-looking indicators and scenario analysis to anticipate business challenges and guide proactive decision-making.

E. Executive Customer Engagement and Value Realization

• Build and maintain strategic relationships with customer executives and key decision-makers.
• Understand customer business models, financial priorities, operational challenges, and strategic objectives.
• Lead executive business reviews and position recommendations through a consultative, insight-led, and value-oriented approach.
• Articulate business performance through clear storytelling, supported by data, root-cause analysis, financial implications, and proposed actions.
• Influence customer decisions by demonstrating the business case, expected benefits, risks, and implementation requirements of recommended initiatives.
• Proactively manage escalations, strengthen customer confidence, and drive measurable value realization and long-term partnership growth.

F. Operational Excellence and Productivity Transformation

• Drive continuous improvement across operations by identifying opportunities to improve productivity, quality, turnaround time, resource utilization, and cost efficiency.
• Evaluate operating models, workflow design, capacity, spans of control, and resource allocation to improve delivery effectiveness.
• Sponsor process standardization, reengineering, and best-practice adoption across teams and customer portfolios.
• Establish measurable efficiency targets and ensure improvements translate into sustainable financial and operational benefits.
• Challenge existing practices and promote innovative approaches to improving business performance without compromising quality, compliance, and customer experience.

G. Governance, Controls, and Risk Management

• Establish robust governance frameworks for monitoring financial performance, service delivery, customer commitments, quality, compliance, and operational risks.
• Review business performance, control effectiveness, and process adherence to identify gaps and areas requiring intervention.
• Lead structured business reviews, root-cause discussions, and corrective action planning with clear accountability.
• Ensure action plans address underlying causes rather than symptoms and are monitored through successful closure.
• Provide guidance to leadership teams on risk mitigation, escalation management, control improvements, and performance recovery.
• Promote a culture of ownership, transparency, and disciplined execution.

H. Cross-Functional Leadership and Organizational Alignment

• Drive alignment across Operations, Quality, Training, Workforce Management, Finance, Analytics, Technology, Human Resources, and Client Management.
• Establish effective calibration mechanisms to ensure consistency in process execution, performance expectations, quality standards, and customer commitments.
• Resolve cross-functional dependencies and systemic workflow challenges that affect operational and financial outcomes.
• Align teams around common business objectives and facilitate effective collaboration across organizational boundaries.
• Develop leadership capability, strengthen accountability, and build a performance-oriented culture across the business.

I. Technology, Automation, and Digital Transformation

• Identify and prioritize technology opportunities across the RCM value chain, including automation, artificial intelligence, advanced analytics, workflow optimization, and system integration.
• Partner with technology and transformation teams to assess business requirements, solution feasibility, implementation risks, and expected returns.
• Sponsor technology-enabled transformation initiatives that improve productivity, reduce manual effort, enhance accuracy, and strengthen controls.
• Build business cases for technology investments and evaluate benefits