Chief Financial Officer

The Good Shepherd Community Clinic, Inc.•Ardmore, OK

13d

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. THE ROLE 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. WHY THIS ROLE IS WORTH YOUR ATTENTION A 4-day work week and 34-36 hour average. We work hard and we work smart. We also believe your life outside of work matters. This is not a perk we're testing — it's a commitment to how we operate. Real ownership. You won't be a finance function buried under a COO. You will report directly to the CEO, sit at the executive table, and have genuine influence over organizational direction. A CEO who is financially fluent. You won't be translating spreadsheets to someone who doesn't want to engage. The strategic financial conversation starts on day one. Mission that is tangible. Our patients are the working poor, the uninsured, and the underserved in rural southern Oklahoma. Every dollar you steward goes directly toward people who have nowhere else to go. That is not abstract — you will see it. A culture being built intentionally. We are investing in our people through YOUniversity, our internal leadership development program. We expect the CFO to be both a student and a teacher in that process. Ardmore, Oklahoma. If you're not from here, come find out what you're missing. Southern Oklahoma is an affordable, tight-knit community with access to Lake Murray and Lake Texoma, a lower cost of living than most metros, and the kind of place where your work and your life can actually coexist. If you're already here, you know. WHAT'S HARD ABOUT THIS ROLE 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