Senior Vice President, Enterprise Performance & Transformation

Taft Brown Associates; Tulsa (OK); On-site; USD 240,000 - 320,000; Full time

Job summary

Taft Brown Associates is partnering with a behavioral health organization to recruit a Senior Vice President, Enterprise Performance & Transformation. You will own the enterprise performance system, translating strategy into measurable priorities and driving continuous improvement across multi-site operations.

The role blends strategic governance with hands-on execution, overseeing dashboard development, KPI definitions, and data-driven decision making to ensure sustained transformation and

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 related field, including at least five years leading leaders or complex cross-functional work.
• Demonstrated success producing measurable results through large-scale, multi-site process improvement and organizational change.
• Experience establishing or scaling Lean or a comparable structured improvement system.
• Demonstrated ability to personally lead complex process improvement and implementation work as well as provide executive oversight.
• Experience defining business requirements for performance systems, dashboards, KPIs, or technology-enabled transformation.
• Strong executive communication, facilitation, analytical, problem-solving, and cross-functional leadership skills.

Responsibilities

• Assess enterprise performance management and transformation portfolios to align with strategy and priorities.
• Lead governance, decision rights, and accountability for cross-functional initiatives.
• Drive lean, operational improvement across multi-site behavioral health operations and workflows.
• Define and govern performance metrics, dashboards, targets, and data quality standards.
• Partner with IT, informatics, finance, quality, and compliance to realize benefits of technology-enabled transformation.

Skills

Executive communication

Cross-functional leadership

Analytical skills

Problem-solving

Strategic thinking

Education

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

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

Tools

EHR systems

ERP systems

BI/Analytics tools

AI-enabled transformation

Job description

Taft Brown Associates has partnered with a behavioral health organization on a search for a Senior Vice President, Enterprise Performance & Transformation. As the Senior Vice President, Enterprise Performance & Transformation you will lead the organization’s enterprise approach to performance management, continuous improvement, transformation, and execution. You will translate strategy into measurable priorities, strengthen accountability and management systems, lead major process and operating-model improvements, and ensure transformation initiatives produce sustained results.

You will be the business owner for how performance information is defined, prioritized, governed, interpreted, and used. In partnership with Information Technology, Clinical Informatics, Finance, Quality, Compliance, and operational leaders, the role establishes business requirements, metric standards, decision-use cases, and management routines. Technical teams remain responsible for developing and maintaining the underlying data and information products.

This is both a strategic and hands‑on executive role.

Core Responsibilities

Enterprise Performance & Accountability

• Build and sustain an enterprise performance management system connecting strategy to measurable priorities, targets, operating reviews, corrective actions, and improvement efforts.
• Establish disciplined review processes that move leaders from reporting to root‑cause analysis, decisions, ownership, action, and follow‑through.
• Create clear standards for enterprise measures, including definitions, owners, targets, thresholds, validation expectations, and appropriate management use.
• Ensure executive and Board reporting clearly communicates performance, risk, accountability, required action, and outcomes.

Governance & Enterprise Alignment

• Establish governance for enterprise performance, transformation, continuous improvement, and major cross‑functional initiatives.
• Clarify decision rights, ownership, and escalation paths; resolve competing priorities and barriers that impede execution.
• Align CQI, transformation, project management, performance improvement, and change management capabilities around common priorities and standards while preserving functional accountability.

Lean & Operational Improvement

• Establish and scale a practical Lean and continuous‑improvement system for organization’s multi‑site behavioral health environment.
• Lead improvement across high‑impact workflows such as access, intake, service delivery, clinical documentation, revenue cycle, workforce, crisis operations, and shared services.
• Build organizational capability in structured problem solving, root‑cause analysis, process redesign, standard work, implementation, and sustainment.
• Personally lead or facilitate selected high‑priority improvement efforts when complexity, urgency, or enterprise impact requires direct executive involvement.

Data Requirements & Metric Governance

• Lead the development and prioritization of business requirements for dashboards, scorecards, KPIs, and performance information.
• Resolve conflicting metric definitions or business rules and establish enterprise standards for ownership, sources, targets, validation, and decision use.
• Partner with technology and informatics teams to convert business needs into clear requirements, priorities, acceptance criteria, and implementation expectations.
• Ensure performance information is trusted, understood, and used to improve decisions.

Technology‑Enabled Transformation

• Partner with operational, clinical, technology, informatics, and executive leaders to connect technology investments to defined business needs and measurable outcomes.
• Lead the business‑side workflow redesign, requirements definition, operational integration, change management, and benefits realization associated with major technology initiatives.
• Ensure technology‑enabled change improves the underlying work rather than simply automating ineffective processes.
• Maintain an enterprise view of major transformation and improvement initiatives, including priorities, interdependencies, milestones, risks, resources, decisions, and expected outcomes.
• Establish consistent expectations for initiative governance, accountability, escalation, implementation, adoption, and sustainment.
• Create a benefits‑realization framework with clear baselines, target outcomes, accountable owners, adoption measures, and post‑implementation verification.
• Recommend when initiatives should be accelerated, redesigned, combined, paused, or stopped based on evidence and organizational priorities.

Organizational Effectiveness & Change

• Assess organizational structures, governance models, accountability systems, management routines, and cross‑functional workflows for barriers to execution.
• Recommend operating‑model, structural, or management‑system improvements when needed.
• Establish a consistent approach to change that addresses leadership sponsorship, stakeholder engagement, readiness, communication, training, adoption, reinforcement, and transfer to routine operations.
• Serve as a trusted advisor to the COO and executive leadership on organizational performance, execution barriers, transformation risk, and improvement priorities.
• Operate credibly from the executive level to the frontline, using direct observation and frontline expertise to inform decisions.
• Build alignment across clinical, operational, financial, technology, quality, compliance, workforce, and shared‑services functions.
• Develop leaders and teams capable of structured problem solving and sustained improvement.
• Demonstrate enterprise systems thinking, intellectual honesty, direct communication, urgency, sound judgment, and disciplined follow‑through.
• Know when to lead through others and when to personally enter the work to achieve the needed result.

Qualifications

Required

• 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 related field, including at least five years leading leaders or complex cross‑functional work.
• Demonstrated success producing measurable results through large‑scale, multi‑site process improvement and organizational change.
• Experience establishing or scaling Lean or a comparable structured improvement system.
• Demonstrated ability to personally lead complex process improvement and implementation work as well as provide executive oversight.
• Experience defining business requirements for performance systems, dashboards, KPIs, or technology‑enabled transformation.
• Strong executive communication, facilitation, analytical, problem‑solving, and cross‑functional leadership skills.

Preferred

• Master’s degree in business administration, healthcare administration, public health, industrial engineering, organizational development, or a related field.
• Lean Six Sigma, change‑management, or comparable evidence‑based training and applied experience.
• Experience in behavioral health, CCBHC operations, integrated care, human services, or another regulated healthcare environment.
• Experience with EHR, ERP, business‑intelligence, digital, AI‑enabled, or shared‑services transformation.

Initial Priorities

• Assess the organization’s performance management system, transformation portfolio, improvement capabilities, governance, accountability systems, management routines, organizational structure, and technology‑enabled transformation activities.
• Identify gaps, duplication, unclear ownership, and structural or management system barriers to execution.
• Recommend an enterprise performance and transformation operating model, including governance, decision rights, escalation mechanisms, and accountability.
• Confirm priority enterprise measures and identify a focused portfolio of high‑value improvement opportunities with clear baselines, owners, targets, and expected outcomes.
• Personally engage in selected priority work to build firsthand operational understanding and establish the expected standard for execution.
• Present a sequenced roadmap for strengthening enterprise performance management, continuous improvement, organizational change, and transformation execution.