Director, Provider Performance & Analytics

Performance Architecture & Vision: Define the multi-year roadmap for provider performance measurement and management across therapy, coaching, medication management, high-acuity care, substance use treatment, neuropsychology, and future service lines. Establish a unified performance architecture that appropriately accounts for differences in clinical disciplines, care modalities, and patient populations.

Metric Logic & Data Governance: Partner with Clinical, Analytics, Finance, and Operations leaders to define the exact metrics and methodologies for provider supply, availability, active panel capacity, schedule utilization, productivity, and access. Establish standardized metric definitions, governance, and single sources of truth across the enterprise.

Analytics, Dashboards & Decision Support: Translate performance strategy into actionable dashboards, scorecards, forecasting capabilities, and decision-support tools. Ensure data is tailored for action across all levels—from frontline providers and clinical managers to service-line and C-suite leadership.

Systemic Diagnosis & Capacity Oversight: Develop scalable approaches to model provider capacity across employment models (W2 vs. 1099), clinical specialties, and care modalities. Partner with service-line leaders to establish appropriate productivity expectations and identify the operational drivers of provider availability and utilization.

Ownership of Provider Reviews & Escalations: Establish mechanisms for provider goal setting, performance reviews, and escalations. Partner closely with Clinical Leadership and People teams on appropriate ownership of individual provider performance.

Executive Reporting & Business Reviews: Develop executive-level reporting and recurring business-review mechanisms (WBRs/QBRs) that clearly communicate network trends, variations, risks, and opportunities, helping senior leaders translate insights into organizational priorities and investment decisions.

Team Scaling & Cross-Functional Leadership: Build, mentor, and develop a high-performing operations and analytics team, and serve as a trusted partner to senior leaders across Clinical, Operations, Analytics, Finance, Product, and People to build alignment.

Direct Care Delivery & Provider Analytics Depth: Prior experience specifically designing provider performance measurement frameworks, capacity models, or schedule utilization metrics within a medical group, health system, or direct care delivery organization.

Complex Network & Employment Scaling: Experience managing performance metrics or capacity modeling across heterogeneous clinician types (e.g., prescribers vs. therapists) or hybrid employment models (W2 vs. 1099).

Performance Architecture & Vision: Define the multi-year roadmap for provider performance measurement and management across therapy, coaching, medication management, high-acuity care, substance use treatment, neuropsychology, and future service lines. Establish a unified performance architecture that appropriately accounts for differences in clinical disciplines, care modalities, and patient populations.

Metric Logic & Data Governance: Partner with Clinical, Analytics, Finance, and Operations leaders to define the exact metrics and methodologies for provider supply, availability, active panel capacity, schedule utilization, productivity, and access. Establish standardized metric definitions, governance, and single sources of truth across the enterprise.

Analytics, Dashboards & Decision Support: Translate performance strategy into actionable dashboards, scorecards, forecasting capabilities, and decision-support tools. Ensure data is tailored for action across all levels—from frontline providers and clinical managers to service-line and C-suite leadership.

Systemic Diagnosis & Capacity Oversight: Develop scalable approaches to model provider capacity across employment models (W2 vs. 1099), clinical specialties, and care modalities. Partner with service-line leaders to establish appropriate productivity expectations and identify the operational drivers of provider availability and utilization.

Ownership of Provider Reviews & Escalations: Establish mechanisms for provider goal setting, performance reviews, and escalations. Partner closely with Clinical Leadership and People teams on appropriate ownership of individual provider performance.

Executive Reporting & Business Reviews: Develop executive-level reporting and recurring business-review mechanisms (WBRs/QBRs) that clearly communicate network trends, variations, risks, and opportunities, helping senior leaders translate insights into organizational priorities and investment decisions.

Team Scaling & Cross-Functional Leadership: Build, mentor, and develop a high-performing operations and analytics team, and serve as a trusted partner to senior leaders across Clinical, Operations, Analytics, Finance, Product, and People to build alignment.

Direct Care Delivery & Provider Analytics Depth: Prior experience specifically designing provider performance measurement frameworks, capacity models, or schedule utilization metrics within a medical group, health system, or direct care delivery organization.

Complex Network & Employment Scaling: Experience managing performance metrics or capacity modeling across heterogeneous clinician types (e.g., prescribers vs. therapists) or hybrid employment models (W2 vs. 1099).

Performance Architecture & Vision: Define the multi-year roadmap for provider performance measurement and management across therapy, coaching, medication management, high-acuity care, substance use treatment, neuropsychology, and future service lines. Establish a unified performance architecture that appropriately accounts for differences in clinical disciplines, care modalities, and patient populations.

Metric Logic & Data Governance: Partner with Clinical, Analytics, Finance, and Operations leaders to define the exact metrics and methodologies for provider supply, availability, active panel capacity, schedule utilization, productivity, and access. Establish standardized metric definitions, governance, and single sources of truth across the enterprise.

Analytics, Dashboards & Decision Support: Translate performance strategy into actionable dashboards, scorecards, forecasting capabilities, and decision-support tools. Ensure data is tailored for action across all levels—from frontline providers and clinical managers to service-line and C-suite leadership.

Systemic Diagnosis & Capacity Oversight: Develop scalable approaches to model provider capacity across employment models (W2 vs. 1099), clinical specialties, and care modalities. Partner with service-line leaders to establish appropriate productivity expectations and identify the operational drivers of provider availability and utilization.

Ownership of Provider Reviews & Escalations: Establish mechanisms for provider goal setting, performance reviews, and escalations. Partner closely with Clinical Leadership and People teams on appropriate ownership of individual provider performance.

Executive Reporting & Business Reviews: Develop executive-level reporting and recurring business-review mechanisms (WBRs/QBRs) that clearly communicate network trends, variations, risks, and opportunities, helping senior leaders translate insights into organizational priorities and investment decisions.

Team Scaling & Cross-Functional Leadership: Build, mentor, and develop a high-performing operations and analytics team, and serve as a trusted partner to senior leaders across Clinical, Operations, Analytics, Finance, Product, and People to build alignment.

Direct Care Delivery & Provider Analytics Depth: Prior experience specifically designing provider performance measurement frameworks, capacity models, or schedule utilization metrics within a medical group, health system, or direct care delivery organization.

Complex Network & Employment Scaling: Experience managing performance metrics or capacity modeling across heterogeneous clinician types (e.g., prescribers vs. therapists) or hybrid employment models (W2 vs. 1099).

Performance Architecture & Vision: Define the multi-year roadmap for provider performance measurement and management across therapy, coaching, medication management, high-acuity care, substance use treatment, neuropsychology, and future service lines. Establish a unified performance architecture that appropriately accounts for differences in clinical disciplines, care modalities, and patient populations.

Metric Logic & Data Governance: Partner with Clinical, Analytics, Finance, and Operations leaders to define the exact metrics and methodologies for provider supply, availability, active panel capacity, schedule utilization, productivity, and access. Establish standardized metric definitions, governance, and single sources of truth across the enterprise.

Analytics, Dashboards & Decision Support: Translate performance strategy into actionable dashboards, scorecards, forecasting capabilities, and decision-support tools. Ensure data is tailored for action across all levels—from frontline providers and clinical managers to service-line and C-suite leadership.

Systemic Diagnosis & Capacity Oversight: Develop scalable approaches to model provider capacity across employment models (W2 vs. 1099), clinical specialties, and care modalities. Partner with service-line leaders to establish appropriate productivity expectations and identify the operational drivers of provider availability and utilization.

Ownership of Provider Reviews & Escalations: Establish mechanisms for provider goal setting, performance reviews, and escalations. Partner closely with Clinical Leadership and People teams on appropriate ownership of individual provider performance.

Executive Reporting & Business Reviews: Develop executive-level reporting and recurring business-review mechanisms (WBRs/QBRs) that clearly communicate network trends, variations, risks, and opportunities, helping senior leaders translate insights into organizational priorities and investment decisions.

Team Scaling & Cross-Functional Leadership: Build, mentor, and develop a high-performing operations and analytics team, and serve as a trusted partner to senior leaders across Clinical, Operations, Analytics, Finance, Product, and People to build alignment.

Direct Care Delivery & Provider Analytics Depth: Prior experience specifically designing provider performance measurement frameworks, capacity models, or schedule utilization metrics within a medical group, health system, or direct care delivery organization.

Complex Network & Employment Scaling: Experience managing performance metrics or capacity modeling across heterogeneous clinician types (e.g., prescribers vs. therapists) or hybrid employment models (W2 vs. 1099).