Chief Financial Officer

The Good Shepherd Community Clinic•Ardmore, OK

4d•$125,000 - $175,000

About The Position

You're good at the technical side of healthcare finance. Really good. But somewhere along the way, your role became about producing reports for people who don't read them, defending budgets in organizations that don't act on them, and doing high-level work inside a low-trust culture. You want to be at a table where your analysis actually drives decisions. You want a CEO who speaks your language and a leadership team that holds itself accountable. You want the work to mean something — not just to the bottom line, but to the people being served. That's what this role is. Good Shepherd Community Clinic, Inc. (GSCC) is a mission-driven, multi-site Federally Qualified Health Center (FQHC) in Ardmore, Oklahoma. We serve roughly 10,000 patients a year across medical, dental, behavioral health, pharmacy, and women's health — and we do it for the people who need it most. We are in an intentional season of growth, and we need a CFO who is ready to lead from the front. This is not a back-office accounting position. The CFO at GSCC is a core executive — a strategic partner to the CEO and Board who owns the full financial function and helps translate vision into financial reality. You will own financial planning, revenue cycle performance, payer strategy, compliance, 340B program oversight, and long-range capital planning. You will help build dashboards that give our leadership team real-time visibility into performance. You will sit across the table from Medicaid managed care directors and negotiate. You will teach our department directors how to read a budget and actually manage to it. And you will do all of this inside a team-based leadership model where executive decisions are made collaboratively, where your voice matters, and where the work is genuinely high-stakes and high-impact. We believe you deserve honesty upfront. FQHC finance is genuinely complex. The regulatory environment — HRSA compliance, UDS reporting, 340B, sliding fee, cost reports, federal grant conditions — is not a small lift. If you haven't lived inside an FQHC, there is a real learning curve and we want you to walk in with eyes open. The finance function at GSCC is capable and committed, but it needs executive-level elevation. You will be building systems, raising the bar, and establishing new standards — not inheriting a fully optimized department. We are a nonprofit safety-net provider, which means every budget decision involves a real tension between mission and margin. You will need to hold that tension well — with both financial discipline and genuine heart for the people we serve. If that kind of complexity energizes you, keep reading.

Requirements

Master's degree in Accounting, Finance, Business Administration, or related field
7-10 years of progressive financial leadership, including executive-level responsibility
Experience managing finances in a $10M-$50M organization with full P&L ownership
Strong command of GAAP, financial modeling, budget development, and internal controls
Ability to communicate financial complexity clearly to non-financial leaders and boards

Nice To Haves

CPA strongly preferred
Direct FQHC experience: HRSA compliance, UDS and federal grant reporting, Medicare/Medicaid cost reports
340B program management and compliance expertise: contract pharmacy, split billing, TPA oversight
Experience with value-based payment models: shared savings, risk-sharing, quality-linked incentives
Track record leading or supporting a major capital planning or facility development process

Responsibilities

Strategic Financial Leadership - Core advisor to the CEO and Board on financial strategy, capital allocation, and risk - Long-range financial planning aligned with GSCC's growth strategy — provider panel expansion, care model development, workforce investment - Financial modeling for strategic initiatives: scenario planning, sensitivity analysis, ROI frameworks - Value-based care readiness: risk-share modeling, payer contract evaluation, attribution analysis - External relationships with lenders, auditors, HRSA, and payer partners
Financial Planning & Analysis - Annual operating and capital budget process — built collaboratively with operations, not handed down - Financial forecasts with variance analysis and executive/board-ready dashboards - Provider productivity, service line performance, cost structure, and payer mix analysis - Financial education across the leadership team — every director owns their numbers
Revenue Cycle & Reimbursement - Executive oversight of billing, coding, collections, and AR performance - Reimbursement optimization across Medicaid, Medicare, commercial, sliding fee, and grants - Payer contract renegotiation strategy in partnership with the CEO - Revenue leakage identification and closure — utilization, coding gaps, pharmacy capture, underpayments - 340B program financial performance and compliance: contract pharmacy, split-billing, TPA oversight
Financial Operations & Controls - Timely, accurate financial reporting — monthly, quarterly, annual - Internal controls and compliance: GAAP, HRSA, federal grant conditions - Cost reports, UDS financial reporting, regulatory filings - Audit preparation and management - Cash flow, liquidity, and financial risk — reserves and line of credit oversight
Capital Strategy & Long-Term Growth - Financial planning and feasibility analysis for future facility needs and long-range capital modeling - Relationships with financial institutions and HRSA capital funding sources - ROI evaluation on major investments, new service lines, and strategic partnerships - Grant budgeting, financial reporting, and compliance
Team Leadership & Financial Education - Lead and develop the finance and revenue cycle team: Controller, accounting, payroll, AR/AP, revenue cycle director, billers - Teach department directors to read, interpret, and manage their budgets — build real financial ownership across the leadership team - Operate as a full participant in GSCC's team-based executive model — collaborative, transparent, trusted - Participate in GSCC YOUniversity leadership development — as both learner and teacher - Model the standard: high integrity, transparent communication, stewardship of public resources