Executive Director

Senior Home Companions - Florida; Florida; On-site; USD 150,000 - 190,000; Full time

Job summary

Senior Home Companions in Florida seeks an Executive Director to lead the Florida operations (Naples, Southwest Florida, The Villages). You will oversee growth, financial performance, regulatory compliance, and the development of a high-performing Florida team to deliver exceptional client and caregiver experiences.

This role requires strategic vision, robust leadership, and the ability to build partnerships with referral sources, healthcare professionals, and community organizations while

Responsibilities

• Lead Florida organization with growth, profitability, and regulatory compliance.
• Build a high-performing Florida team and culture.
• Develop and execute growth strategies for Naples, SW Florida, and The Villages.
• Oversee financial performance and budgeting.
• Maintain exceptional client and caregiver experience.

Job description

Description

COMPANY SUMMARY

For more than 25 years, Senior Home Companions (SHC) has helped older adults remain in the home of their choice with purpose, dignity, independence, and meaningful connection. Through personalized in-home care and companionship, SHC provides a full spectrum of support ranging from friendship and companionship to hands-on personal care.

Senior Home Companions is a privately held organization serving clients and families across multiple markets. Our success is built on exceptional relationships, highly personalized service, strong local leadership, and a commitment to doing what is right for our clients, caregivers, employees, and communities.

ROLE

Purpose of the Role

The Florida Executive Director is the senior leader responsible for the overall performance and success of Senior Home Companions' Florida operations, including Naples, Southwest Florida, and The Villages.

The Executive Director serves as the primary owner of the Florida business and is accountable for growth, financial performance, business development, operational excellence, client experience, caregiver capacity, regulatory compliance, and the development of a high-performing Florida team.

This role exists to build and lead a healthy, growing, profitable, compliant, and service-driven Florida organization capable of delivering an exceptional experience to clients, families, caregivers, referral partners, and employees.

The Executive Director is expected to think and operate as the leader of the Florida business not simply as the manager of its day-to-day activities. The ED translates Senior Home Companions'

mission, values, and organizational strategy into consistent execution and measurable results throughout Florida.

The Executive Director is also the designated Administrator for applicable Senior Home Companions Florida operations regulated by the Florida Agency for Health Care Administration (AHCA) and is responsible for ensuring those operations meet applicable regulatory and licensure requirements.

As Senior Home Companions expands, the Executive Director is expected to build the people, processes, leadership structure, market presence, and operating systems necessary to support continued growth throughout Florida.

RESPONSIBILITIES

1. Leadership, Culture & Accountability

The Executive Director is responsible for creating and maintaining a high-performing Florida organization characterized by clear expectations, accountability, collaboration, ownership, and alignment with Senior Home Companions' mission and values.

The Executive Director will:

• Lead, coach, develop, and hold accountable Florida leaders and team members.
• Establish clear expectations, priorities, performance standards, and measurable goals throughout the Florida organization.
• Conduct consistent and effective leadership and operating meetings that create clarity, identify obstacles, establish commitments, and ensure follow-through.
• Establish a culture in which team members take ownership of outcomes rather than simply completing assigned activities.
• Identify performance issues early and address them directly, fairly, and consistently.
• Ensure employee evaluations, coaching, development plans, and corrective actions are completed appropriately and timely.
• Partner with Human Resources to recruit, develop, engage, and retain high-quality employees and affiliated caregivers.
• Identify future talent needs and develop succession and leadership capacity throughout Florida.
• Develop leaders capable of independently owning significant areas of the operation as the organization grows.
• Model Senior Home Companions' values, professionalism, service expectations, and culture in all interactions.

2. Growth & Business Development

The Executive Director is ultimately accountable for sustainable growth and business-development results across the Florida markets.

The Executive Director will:

• Own achievement of established Florida growth goals, including revenue, service hours, census, new clients, and other established growth measures.
• Lead execution of market-specific growth strategies for Naples, Southwest Florida, and The Villages.
• Provide direct accountability for Florida business-development performance while working collaboratively with the Sales Director for strategy, coaching, resources, and organizational support.
• Establish clear expectations and measurable goals for business-development activities and results.
• Maintain visibility into referral activity, pipeline development, lead conversion, new-client acquisition, client retention, service hours, census, and revenue.
• Ensure business-development activity translates into measurable business results.
• Develop and maintain meaningful relationships with key referral partners, healthcare professionals, senior-living organizations, community organizations, industry peers, and strategic partners.
• Identify opportunities for increased market penetration, strategic partnerships, geographic expansion, and additional service opportunities.
• Evaluate competitors, market conditions, pricing, labor availability, referral trends, and other factors affecting growth.
• Ensure recruiting and operational capacity remain aligned with current and anticipated growth.
• Participate personally in high-value business-development and community relationships when executive involvement can strengthen SHC's position in the market.

3. Financial Performance & P&L Ownership

The Executive Director owns the financial performance of Senior Home Companions' Florida operations and is accountable for achieving the financial expectations established through the organization's annual operating plan.

The Executive Director will:

• Own and actively manage the Florida Profit & Loss Statement.
• Achieve established revenue, gross-margin, expense, and profitability targets.
• Develop and manage annual Florida budgets in collaboration with Finance and executive leadership.
• Review financial statements and key financial indicators consistently and understand the operational drivers behind financial performance.
• Identify unfavorable trends early and implement corrective action.
• Maintain appropriate control of operating expenses while ensuring the business has the resources necessary to grow and deliver exceptional service.
• Maximize sustainable revenue and profitability without compromising client experience, caregiver relationships, compliance, or organizational values.
• Evaluate bill rates, caregiver rates, competitive conditions, and market economics and recommend appropriate adjustments.
• Provide accurate forecasting and communicate financial risks and opportunities to executive leadership.
• Support timely resolution of accounts receivable, aging balances, and other financial issues when leadership involvement is necessary.
• Ensure organizational resources are deployed responsibly and produce appropriate value.

4. Operational Excellence

The Executive Director is accountable for consistent, efficient, scalable, and reliable operations throughout Florida.

The Executive Director will:

• Ensure each Florida market consistently meets established organizational standards and performance expectations.
• Develop, implement, monitor, and continuously improve operational processes and systems.
• Establish appropriate operating rhythms, scorecards, reporting structures, and accountability systems.
• Monitor key performance indicators and intervene proactively when performance falls below expectations.
• Ensure client demand, caregiver availability, scheduling, recruiting, care management, and business-development activities remain appropriately aligned.
• Identify root causes of recurring operational problems and implement sustainable solutions rather than repeated short-term fixes.
• Ensure appropriate leadership, operational, and after-hours coverage exists throughout the Florida markets.
• Ensure systems and processes are consistently followed and appropriately documented.
• Lead implementation of organizational initiatives, technology, process improvements, and strategic priorities within Florida.
• Build an operating infrastructure capable of supporting continued growth without sacrificing quality, culture, profitability, or client experience.

5. Client Experience & Service Quality

The Executive Director is ultimately accountable for the quality of the client and family experience throughout Florida.

The Executive Director will:

• Create and maintain a culture of personalized, relational, responsive, and hospitable service.
• Ensure client satisfaction is consistently measured, reviewed, and acted upon.
• Maintain appropriate systems for customer-satisfaction visits, care-plan reviews, quality assurance, and ongoing client communication.
• Establish processes for identifying client concerns before they become significant service failures.
• Ensure escalated client and family concerns are addressed promptly, professionally, and appropriately.
• Monitor client retention, discharges, complaints, service failures, and satisfaction feedback to identify trends and opportunities for improvement.
• Ensure strong communication among clients, families, caregivers, care management, coordination, and leadership.
• Translate lessons learned from client concerns into improvements in training, systems, processes, or accountability.