PRECISION IMAGING CENTERS  |  OPERATIONS | LOCAL to Jacksonville | REMOTE

Document purpose. This job description defines the Radiologist Operations Liaison role, priorities, responsibilities, authority, qualifications, and expectations.

Position overview

FIELD

DEFINITION

Department

Operations

Reports to

Senior Operations Leadership or designee

Direct reports

None at launch

Primary partners

PPG and other radiology groups, center operations, Business Development, Patient Access, scheduling, IT, and local physician offices

Role type

Individual contributor who coordinates work across the organization

Availability

Full-time role that may include a set urgent-escalation schedule. Leadership will define response times, backup coverage, and after-hours duties.

Position purpose

The Radiologist Operations Liaison is Precision’s central operations contact for radiologist coverage and related workflows. The liaison maintains a clear view of schedules, capacity, outstanding reports, addenda, and operating issues; identifies risks early; coordinates approved responses; and keeps affected teams informed. The role brings order and follow-through to complex work but does not make clinical decisions, manage radiologists, or replace department leaders.

The role requires strong prioritization, sound judgment, realistic communication, and consistent follow-through. The liaison works for Precision Imaging Centers and partners closely with PPG and approved overflow radiology groups.

Role priorities

When demands compete, the liaison prioritizes work in this order:

1. Patient safety and urgent clinical issues. Contact the right radiologist or medical leader immediately and stay involved until the risk is controlled.

2. Current loss of coverage or major service disruption. Identify who is affected and coordinate the approved response.

3. Same-day patient, office, or operational impact. Name an owner, confirm the response, and set the next update time.

4. Near-term coverage gaps, delayed reports, or missed commitments. Act before the issue causes wider impact.

5. Planned coverage needs, addenda, and routine support. Manage through the standard work queue.

6. Reporting, training, and process improvement. Complete after higher-priority work is under control.

The liaison may reprioritize routine work whenever a higher risk matter emerges.

Essential responsibilities

Coverage and capacity planning

• Maintain a rolling 90-day view of radiologist schedules, time off, modality and subspecialty coverage, procedures, restrictions, on-call assignments, and backup coverage.

• Compare coverage with expected study volume, procedure schedules, outstanding work, and site needs. Identify whether capacity is sufficient, at risk, or insufficient.

• Recommend options for approval, such as backup coverage, schedule changes, moving procedures, or different dates. Record the approved plan and recheck high-risk dates.

Outstanding reports and work queue management

• Maintain a clear work queue for outstanding reports, escalations, addenda, and related requests.

• Set the priority, owner, next action, due time, and next update for at-risk work. Escalate aging or critical items before patient or office impact increases.

• Prevent requests from being lost, duplicated, or treated as complete before the required work and communication are finished.

Radiologist and radiology group coordination

• Serve as Precision’s main operations contact for PPG and approved overflow radiology groups.

• Coordinate schedules, planned time off, coverage needs, authorized study routing, and clear requests to radiologists.

• Document missed shifts, recurring coverage failures, turnaround problems, and other unmet commitments. Escalate the evidence to the appropriate Precision and radiology-group leaders and track the agreed corrective action.

Operational escalation and communication

• Confirm the facts, impact, decision-maker, owner, audience, and next update before communicating broadly.

• Send patient safety concerns and clinical disagreements immediately to the appropriate radiologist or medical leader.

• Coordinate accurate updates to affected centers and help the responsible teams communicate with patients and referring offices.

Workflow readiness and issue routing

• Confirm that images, orders, patient details, prior exams, routing rules, and client workflows are ready for interpretation and report delivery.

• Route system problems to IT, staff performance concerns to center or technical leaders, and clinical questions to radiology or medical leadership. Stay involved until ownership and next steps are clear.

• Coordinate addenda, critical-results follow-up, outside studies, and workflow barriers without making clinical or technical decisions owned by another department.

Reporting and process improvement

• Report coverage risk, capacity limits, outstanding work, repeat issues, and missed commitments to the appropriate leaders.

• Use issue patterns to recommend process, training, scheduling, or communication improvements.

• Protect sensitive information and partner with Operations and IT on workflow improvements without building or administering the underlying systems.

Decision rights and role boundaries

The liaison coordinates the work and confirms it is complete. Clinical, technical, scheduling, patient-facing, and business leaders still own decisions and actions in their areas.

THE LIAISON MAY

THE LIAISON DOES NOT

Gather facts, assess the impact, and bring in the right people.

Approve or deny physician time off.

Recommend coverage, scheduling, communication, and operational corrective action options.

Assign clinical coverage without approval from the radiology group.

Coordinate an approved response and update affected people.

Interpret images, give clinical advice, or settle a clinical disagreement.

Check that an addendum request is complete and route it.

Direct report wording, require an addendum, or promise a clinical outcome.

Coordinate authorized study routing, technical follow-up, and required communication.

Supervise technologists, center staff, or radiologists.

Document recurring problems and track approved corrective actions.

Build or administer the ticketing, PACS, RIS, reporting, or AI systems.

Escalate missed commitments and unresolved risks to leadership.

Negotiate vendor contracts or enforce radiology-group performance obligations.

Start a temporary administrative safeguard when an approved protocol allows it.

Promise a turnaround time or same-day read before capacity is confirmed.

Required skills

• Strong organization and a clear system for priorities, dates, owners, and follow-up.

• Good judgment under pressure and the ability to separate critical, urgent, preventive, and routine work.

• Clear communication with physicians, employees, patients, and referring offices.

• Strong ownership and follow-through; forwarding a message is not the same as solving the issue.

• Confidence working with physicians and leaders without direct authority.

• Ability to see how an issue may affect centers, modalities, schedules, reports, and referring relationships.

• Care with protected health information and sensitive physician or business information.

• Comfort using PACS, RIS, dashboards, work queues, calendars, email, and standard communication tools.

• Anticipates risks and prevents avoidable last-minute surprises.

• Communicates realistic expectations and avoids commitments that have not been confirmed.

• Uses schedule, capacity, queue, and performance data to make practical recommendations.

• Brings calm and structure when several urgent issues compete for attention.

Preferred qualifications

• Three or more years in imaging operations, healthcare operations, provider relations, clinical coordination, or a related field.

• Working knowledge of radiology scheduling, report delivery, PACS and RIS, worklists, addenda, and provider office communication.

• Experience coordinating complex work across teams without direct authority.

• Associate or bachelor’s degree preferred; related experience may substitute.

• Experience supporting radiologists, referring physicians, or multi-site imaging operations is strongly preferred.

Measures of success

Leadership will use the first 60 to 90 days to set a baseline, then set numeric goals. Success is based on results and reliable work, not ticket volume alone.

MEASURE

EVIDENCE

Priority response

Critical and urgent issues are acknowledged, assigned, and escalated on time.

Coverage readiness

Known time off, coverage conflicts, and subspecialty gaps are identified before they affect scheduling.

Capacity visibility

Leaders receive a reliable view of expected demand, available reading capacity, and at-risk work.

Fewer surprises

Unplanned evening and after-hours escalations caused by missed follow-up decrease.

Outstanding reports

Fewer reports reach critical status, and aging items have a documented owner and plan.

Request control

Requests are entered once, routed correctly, and not marked complete prematurely.

Issue routing

Clinical, technical, staff, scheduling, and partner issues reach the correct owner quickly.

Communication

Affected teams, patients, and offices receive accurate updates at the agreed time.

Workflow reliability

Authorized routing, system follow-up, addenda, and client tasks are completed correctly and on time.

Improvement

Repeat causes are documented and lead to assigned process, training, or communication actions.