Vice President of Interventional Services

Stanford Health Care Tri-Valley•Dublin, CA

51d•$144 - $193•Onsite

About The Position

The Vice President of Interventional Services serves as the senior executive leader responsible for creating, leading, and maturing a unified Interventional and Procedural Services Platform across Stanford Health Care Tri-Valley. The role provides executive accountability for the procedural continuum, including Operating Rooms, Cath Lab, Interventional Radiology, Sterile Processing and Instrument Operations, Pre/Post Procedural Care and Procedural Recovery, Endoscopy, procedural scheduling and access, procedural materials and supply chain, platform quality and safety, business operations, capital planning, and performance analytics. Reporting to the President & CEO, the Vice President leads the platform in a triad model with the Senior Director of Procedural Nursing and Clinical Operations and the Platform Medical Director. The role establishes the strategic direction, governance model, operating rhythm, performance dashboard, and decision-rights structure needed to improve procedural access, reliability, patient safety, workforce engagement, physician alignment, and financial performance. The Vice President partners closely with physician leaders, nursing leaders, Stanford Medicine partners, service lines, Finance, Quality, Human Resources, Supply Chain, Information Technology, Facilities, and external stakeholders to align procedural growth and operational execution with organizational priorities. The role is accountable for reducing operational silos, strengthening regulatory readiness, elevating sterile processing as a core clinical operations function, and creating one accountable leadership structure for the full procedural continuum.

Requirements

Master's Degree in business administration, healthcare administration, nursing, public health, or related field required.
Minimum of seven (7) years of progressive leadership experience in perioperative, procedural, interventional, service line, hospital operations, or integrated health system leadership required.
Demonstrated success leading complex, multi-department operations with physician partnership, quality oversight, financial accountability, workforce leadership, and organizational change. Required
Strategic thinking and execution across multiple functions and service lines.
Strong financial, operational, quality, safety, regulatory, and business acumen.
Ability to lead through influence in a dyad or triad model with physicians, nurses, administrators, and enterprise partners.
Exceptional communication, relationship-building, governance, and executive-level stakeholder management skills.
Demonstrated ability to translate complex risks and opportunities into actionable plans, measurable outcomes, and sustainable operating rhythms.
Commitment to service excellence, C-I-CARE, continuous improvement, shared accountability, and organizational values.
Candidates for employment and existing employees must adopt and execute C-I-CARE standards for all of patients, families and towards each other. C-I-CARE is the foundation of Stanford’s patient-experience and represents a framework for patient-centered interactions.
Know Me: Anticipate my needs and status to deliver effective care
Show Me the Way: Guide and prompt my actions to arrive at better outcomes and better health
Coordinate for Me: Own the complexity of my care through coordination

Nice To Haves

Experience with procedural access, perioperative services, Cath Lab, Interventional Radiology, Endoscopy, Sterile Processing, or related procedural functions strongly preferred.
Experience working across academic and community-based healthcare environments preferred.
Clinical license, nursing license, or healthcare management certification preferred when applicable to candidate background.

Responsibilities

Develop and execute the multi-year strategy for the Interventional and Procedural Services Platform, aligned with Stanford Health Care Tri-Valley and Stanford Medicine priorities.
Chair or executive sponsor the Interventional Services Executive Council and ensure disciplined governance for procedural strategy, access, capacity, quality, safety, capital, staffing, supply chain, and financial performance.
Define decision rights for block time, procedural access, staffing models, capital prioritization, standardization of policies, quality escalation, vendor governance, and supply standardization.
Represent platform priorities to executive leadership, board committees, physician leaders, and enterprise stakeholders.
Provide executive oversight for OR, Cath Lab, Interventional Radiology, Endoscopy, Pre/Post/PACU/Procedural Recovery, Sterile Processing, scheduling/access, and procedural business operations.
Establish cross-platform standard work for daily readiness, case flow, add-on management, turnover performance, recovery throughput, SPD/OR coordination, and escalation of operational constraints.
Lead integration across procedural areas to reduce variation, improve room and block utilization, strengthen first-case on-time starts, reduce cancellations, and improve procedural access.
Ensure sterile processing, high-level disinfection, instrument readiness, case cart reliability, equipment readiness, and preference card accuracy are treated as core platform reliability functions.
Ensure the platform meets applicable regulatory, accreditation, licensure, infection prevention, radiation safety, contrast safety, sedation safety, surgical/procedural safety, and high-level disinfection standards.
Establish a monthly quality and safety review structure to assess adverse events, near misses, infection prevention events, retained item risks, reprocessing compliance, procedural complications, and other key safety indicators.
Use performance dashboards, safety event data, registry data, and operational analytics to identify risk, prioritize improvement, and monitor sustained performance.
Promote a Just Culture and high-reliability approach to procedural safety, escalation, accountability, and learning.
Partner with Medical Directors and specialty medical directors for Surgery/OR, Cath/Interventional Cardiology, Interventional Radiology, Endoscopy/GI, and Anesthesia/Perioperative Medicine.
Align specialty-specific operational priorities with physician access, case appropriateness, clinical quality, peer review, scheduling, block governance, equipment needs, and procedural growth.
Create transparent forums for resolving surgeon, proceduralist, anesthesia, nursing, SPD, and access issues in a timely and accountable manner.
Lead leadership development, succession planning, engagement, workforce planning, change management, and talent development across the interventional platform.
Set clear expectations for managers and directors, including accountability for C-I-CARE, staff engagement, competency completion, productivity, safety culture, and regulatory readiness.
Partner with Human Resources and nursing leadership on performance management, role clarity, labor considerations, recruitment, onboarding, retention, and change readiness.
Develop and influence operating and capital budgets for the platform and ensure accountability for budget performance, productivity, premium pay, call utilization, supply expense, implant and device cost, and return on strategic investments.
Partner with Finance and Business Operations to develop dashboards for labor productivity, case costing, block utilization, room utilization, supply cost per case, implant cost per case, denials related to documentation or authorization, and contribution margin by procedural area.
Lead capital prioritization and multi-year capital planning for procedural growth, technology, equipment replacement, and infrastructure reliability.
Employee must perform all duties and responsibilities in accordance with the C-I-CARE Standards of the Hospital. C-I-CARE is the foundation of Stanford Health Care Tri-Valley’s patient experience and represents a framework for patient-centered interactions.