Director, Strategy – Carondelet St Joseph’s Hospital

Tenet Healthcare Corporation•Tucson, AZ

About The Position

The Director, Strategy leads development and implementation of business strategy for Carondelet St. Joseph’s Hospital in Tucson, Arizona. The role analyzes market dynamics, trends, competition, and internal performance data to improve market share, respond to community needs, develop business plans, and achieve strategic and operational objectives. The Director leads the annual business planning and forecasting process and advises the CEO on short- and long-term strategy. The position supports development and expansion of inpatient and outpatient services by building business cases, assessing operational needs and performance, gathering competitive intelligence, and working with hospital, health system, physician, payer, provider, employer, and community partners. It also manages the Provider Outreach Program and collaborates with physician recruiters to develop physician relationships and manpower plans aligned with service-line goals and community needs. The Director leads consumer engagement and marketing efforts to differentiate facility services, educate consumers, and improve patient experience. As a Tenet leader, the role is expected to build effective relationships and teams, communicate clearly, influence outcomes, exercise sound judgment, drive organizational performance, and develop strategic plans that support quality, service, and financial results.

Requirements

At least five years of experience in strategic planning and healthcare strategy or development.
Experience developing complex business plans and using data to drive strategy.
Knowledge of healthcare organizations and administration, and of standards and laws applicable to strategy and planning in facility operations.
Knowledge of healthcare, strategic, and financial planning.
Proven financial management skills, including a focus on profit and loss and the ability to achieve objectives in a timely manner.
Knowledge of interactive planning, participatory management, and influence management principles.
Skill in executing strategy and solving problems, determining facts, setting priorities based on business opportunity, and identifying trends and developments.
Ability to direct development of business plans and pro formas.
Strong project management and follow-through from vision to execution, with measurable results.
Ability to work cross-functionally, unite constituencies, and effect change in support of high-quality patient care.
Ability to engage physicians inclusively in key decisions and understand their needs.
Team-building and motivational skills, including the ability to identify and motivate people to execute strategic opportunities.
Ability to navigate the dynamics and politics of a hospital environment and unite disparate groups around shared goals.
Proactive communication skills and ability to address issues before they become problems.
Proven ability to provide high-quality, cost-effective care through innovation, reputation, and positive employee and physician relations.
Excellent interpersonal, listening, verbal, and written communication skills; comfortable working with diverse constituencies.
High personal and professional integrity and ability to establish credibility with peers, senior leadership, medical staff, and the Board.
Collaborative management style that gives employees a voice and encourages participation; strong listening and consensus-building skills.
Undergraduate degree in Business or an appropriately relevant field.

Nice To Haves

Advanced degree in Business, Healthcare Administration, or Public Health.
Experience leading strategic initiatives and developing physician, community, and service-line partnerships.

Responsibilities

Develop and implement facility business strategies to improve market share and meet market demand.
Analyze market dynamics, industry trends, competition, and internal data to identify opportunities and guide strategy.
Lead the annual business planning process, prepare forecasts, and advise the CEO on short- and long-term strategies.
Establish and influence achievement of goals, targets, and metrics aligned with strategic and operational objectives.
Lead senior executives in advancing short- and long-term strategic plans.
Identify, evaluate, and build consensus for new or expanded inpatient and outpatient services and programs.
Collaborate with health system, hospital, and department leaders to develop service lines, engage physicians, and achieve quality, service, operational, and financial objectives.
Assess the operational requirements of service-line initiatives, including capital, equipment, staffing, education, quality metrics, and costs.
Monitor service-line performance using indicators such as volume, outcomes, and market share; gather competitive intelligence and assess community opportunities.
Engage physicians, community facilities, payers, providers, and employers to support strategic initiatives and service-line development.
Collaborate with other Tenet and Tenet joint-venture facilities to develop network opportunities and service-line enhancements.
Manage the Provider Outreach Program, setting performance objectives, identifying outreach partners, developing strategies and metrics, and monitoring progress.
Ensure community, physician, and longitudinal care partners are informed about initiatives and that service issues affecting program development are addressed.
Develop physician relationships and manpower plans consistent with facility service-line plans and community needs; work with physician recruiters to address those needs.
Maintain visibility in the physician community and build physician loyalty and patient experience through listening and leadership.
Study internal and external data, identify and evaluate business opportunities, monitor performance variables, and implement corrective action as appropriate.
Execute marketing plans that differentiate services based on quality, service, or outcomes and deliver measurable positive return on investment.
Lead consumer education and engagement efforts to improve awareness and patient experience within budget guidelines.
Serve on patient advisory, physician leadership, and patient satisfaction committees.
Build quality relationships, communicate effectively, influence behaviors and outcomes, drive organizational performance, exercise critical judgment, and shape organizational strategy.
Develop talent through performance feedback, coaching, workforce planning, and professional development.
Drive business excellence by meeting department metrics, improving processes, managing staffing targets, and promoting quality, cost-consciousness, and compliance.