INTRODUCTION

A. This is an executive enterprise-level position for Raleigh Radiology in Raleigh, NC, responsible for advancing organizational strategy through data-driven analysis, physician workforce planning, performance optimization, and cross-functional execution.

B.  The Chief Strategy Officer (CSO) is a key member of the Senior Leadership Team (SLT) and serves as a strategic advisor to the CEO, translating financial, operational, physician workforce, hospital, and revenue-cycle data into actionable recommendations that support organizational growth, efficiency, and long-term sustainability.

C. The CSO works collaboratively with the Chief Financial Officer (CFO), physician leadership, Operations, Revenue Cycle, Human Resources, Recruitment, Scheduling, and other organizational leaders to ensure strategic decisions are supported by reliable data and measurable outcomes.

MAJOR DUTIES AND RESPONSIBILITIES

1. Enterprise Strategy and Decision Support 

• Partner with the CEO and Senior Leadership Team to evaluate organizational priorities, challenges, and opportunities. 
• Translate complex financial and operational information into clear recommendations for executive decision-making. 
• Develop business cases and scenario models for growth opportunities, service expansion, new contracts, staffing changes, operational restructuring, and other strategic initiatives. 
• Evaluate the financial and operational impact of proposed initiatives and measure actual performance following implementation. 
• Identify emerging risks, opportunities, and performance trends requiring executive attention. 
• Support enterprise strategic planning and execution of key organizational initiatives. 

2. Physician Workforce Strategy and Analytics 

• Develop and maintain physician workforce models based on projected volumes, wRVUs, coverage requirements, subspecialty needs, schedules, productivity expectations, and organizational growth. 
• Establish data-driven physician staffing and recruitment targets in collaboration with physician leadership, Operations, and Recruitment. 
• Ensure physician scheduling and recruitment teams have clear targets regarding required coverage, productivity, FTE needs, and anticipated future demand. 
• Analyze physician schedules to identify coverage gaps, excess capacity, workload imbalances, and opportunities to improve utilization. 
• Model the financial and operational implications of alternative schedules, FTE structures, shift configurations, and coverage models. 
• Monitor physician productivity and staffing performance against established workforce plans. 

3. Physician Compensation Strategy and Modeling 

• Develop compensation models and scenario analyses to support physician recruitment, retention, contract changes, and compensation negotiations. 
• Analyze physician productivity, WUs, shifts, FTE status, compensation structures, and market considerations to support leadership decision-making. 
• Perform physician productivity and compensation reconciliations in partnership with Finance. 
• Evaluate incentive, moonlighting, productivity, and other physician compensation programs for financial sustainability and operational impact. 
• Provide the CEO, CFO, and physician leadership with analysis supporting physician compensation decisions. 
• Partner with the CFO to ensure physician compensation models and operational expectations align with approved financial plans and contractual requirements. 

4. Hospital Contract Performance and Reconciliation 

• Lead the operational and analytical components of hospital contract performance reviews. 
• Prepare quarterly and annual hospital reconciliations and true-up analyses in collaboration with Finance. 
• Analyze hospital volumes, WUs, staffing requirements, physician costs, contractual support, subsidies, service expectations, and other performance measures. 
• Identify material variances between contractual assumptions and actual performance. 
• Develop recommendations for contract modifications, staffing changes, operational improvements, or negotiations based on actual performance. 
• Provide leadership with clear visibility into the financial and operational performance of each hospital relationship. 
• Maintain models demonstrating the impact of changes in hospital volume, coverage requirements, physician compensation, and contractual support. 

5. Enterprise Analytics and Business Intelligence 

• Establish strategic analytical priorities based on organizational goals and executive decision-making needs. 
• Partner with the CFO and Business Analyst to develop dashboards, reporting tools, and Power BI resources that provide actionable information to leadership. 
• Define meaningful key performance indicators and ensure consistent measurement across departments. 
• Analyze financial, operational, physician, hospital, and revenue-cycle data to identify trends, opportunities, and areas of concern. 
• Improve access to reliable data and reduce reliance on manual or fragmented reporting. 
• Ensure analytics support forecasting and actionable recommendations in addition to historical performance reporting. 

6. Revenue Cycle Performance Analysis 

• Partner with the CFO and Revenue Cycle leadership to independently evaluate revenue-cycle performance and vendor effectiveness. 
• Analyze collections, accounts receivable, charge capture, reimbursement, denials, payment trends, lag, and other key RCM metrics. 
• Validate vendor-reported performance against internal financial and operational data. 
• Conduct periodic audits and reconciliations to identify discrepancies, missed revenue, process failures, and opportunities for improvement. 
• Evaluate RCM performance against contractual and organizational expectations. 
• Develop recommendations to improve revenue realization, reduce leakage, and strengthen accountability. 
• Support implementation and performance monitoring of RCM improvement initiatives. 

7. Growth, Cost Optimization, and Opportunity Analysis 

• Identify opportunities for sustainable growth, expense reduction, margin improvement, and efficient use of organizational resources. 
• Conduct financial and operational analyses of service lines, sites, contracts, staffing models, technology, vendors, and other significant expenditures. 
• Develop return-on-investment analyses for proposed investments and strategic initiatives. 
• Evaluate actual results against projected ROI following implementation. 
• Identify opportunities to redesign workflows, staffing, technology, or vendor relationships to improve performance. 
• Partner with operational leaders to develop actionable plans based on findings. 
• Balance financial opportunities with patient access, quality, physician capacity, and operational feasibility. 

8. Budget and Forecasting Support 

• Partner with the CFO and operational leaders during annual budgeting and forecasting processes. 
• Develop operational assumptions supporting volume, physician staffing, productivity, growth, and expense projections. 
• Analyze actual performance against budget assumptions and identify operational drivers behind significant variances. 
• Develop scenario models demonstrating the impact of changing volumes, staffing, compensation, reimbursement, and other key assumptions. 
• Recommend operational actions when performance differs materially from plan. 

9. Strategic Performance Management 

• Establish mechanisms for tracking strategic initiatives from initial analysis through implementation and measured results. 
• Define measurable outcomes for major organizational initiatives. 
• Monitor progress against established goals and identify barriers to successful execution. 
• Facilitate accountability across departments for agreed-upon strategic initiatives. 
• Provide regular performance updates and recommendations to the CEO and Senior Leadership Team. 
• Reevaluate strategic initiatives when actual results differ materially from initial assumptions. 

10. Executive Team and Strategic Leadership 

• Serve as a member of the Senior Leadership Team and strategic advisor to the CEO. 
• Collaborate with the CFO, CIO, physician leadership, Operations, Human Resources, Revenue Cycle, Recruitment, Scheduling, and other functional leaders. 
• Present complex analyses clearly to executive leadership, physician shareholders, committees, and the Board as appropriate. 
• Facilitate cross-functional initiatives requiring coordination among multiple departments. 
• Promote a culture of accountability,  analytical rigor, transparency, and data-driven decision-making. 
• Perform other strategic responsibilities as assigned by the CEO. 

EDUCATION, EXPERIENCE, CERTIFICATION, LICENSURE

Education: 

• Bachelor’s degree in Finance, Accounting, Business Administration, Healthcare Administration, Analytics, or a related field required.
• Master’s degree in Business Administration, Healthcare Administration, Finance, or a related discipline preferred.

Experience:

• Significant progressive experience in healthcare finance, strategy, analytics, or operations.
• Experience in radiology, physician practice management, or outpatient healthcare strongly preferred.
• Demonstrated experience with physician compensation and productivity models, budgeting, financial modeling, business intelligence, and strategic analysis.
• Experience analyzing hospital contracts, revenue-cycle performance, and healthcare operational data is strongly preferred.
• Demonstrated ability to translate complex data into actionable executive recommendations.