GuideWell Source

Operations

• Serve as a liaison between internal clients and functional departments;
• Identify risks, evaluate controls and prepare findings and recommendations.
• Ensure through audits that the organization’s programs are consistently administered.
• Monitor and evaluate the effectiveness of solutions, policies, practices and processes.
• Develop, implement, administer and revise policies, procedures and programs.
• Research, analyze, maintain, modify, validate and prepare data, information and content.
• Produce, edit and distribute a variety of business documents.
• Create, present and/or facilitate meetings, webinars, conference calls, training programs, etc.
• Participate on or lead larger, more complex departmental and/or divisional projects.
• Develop and build internal partnerships to improve communication, coordination and collaboration.

Specialist IIIa – Process Improvement

Vice President

• Translate ambiguous CEO-level questions into structured analyses, decision frameworks, and recommendations.
• Synthesize insight across healthcare delivery, healthcare economics, healthcare policy, and technology to inform enterprise direction.
• Stress-test strategies, business cases, and investment theses originated elsewhere in the enterprise, providing an independent OCEO perspective.
• Maintain a forward-looking view of market, regulatory, payment, and technology shifts that could create opportunity or risk for the enterprise.
• Lead early-stage opportunity identification and shaping for new ventures, partnerships, and acquisitions.
• Develop investment theses, term-level economic models, and risk/return framings in partnership with Corporate Development, Strategy, and Finance.
• Coordinate diligence workstreams on priority opportunities and synthesize findings into CEO- and Board-ready materials.
• Frame integration, value-capture, and operating-model implications for inorganic moves before formal transition to business owners.
• Architect and prototype new models of healthcare delivery that integrate clinical, economic, technological, and behavioral levers.
• Partner with the Innovation, AI Factory, and Behavioral Science functions to translate early ideas into testable concepts and pilots.
• Define success metrics, learning agendas, and stage-gates for early-stage initiatives, ensuring disciplined progression or sunset decisions.
• Bridge incubated work into operational ownership when initiatives reach scale.
• Identify where technology — including AI, data, and digital enablement — can fundamentally reshape delivery, economics, or experience.
• Coordinate closely with the AI Factory and Transformation functions on enterprise-priority initiatives where technology is a primary lever.
• Maintain an informed perspective on emerging technology, regulatory developments, and competitive moves relevant to healthcare.
• Lead confidential, high-priority projects on behalf of the CEO that do not naturally sit in a single business or function.
• Convene the right internal and external talent to advance each initiative without standing up permanent structure.
• Manage discrete OCEO budget allocations to commission analyses, engage advisors, and accelerate priority work.
• Prepare CEO-, ELT-, and Board-level materials that distill complex issues into clear, defensible recommendations.
• Peer support to leadership — serving as a trusted thought partner and peer support leader to members of the Executive Leadership Team (ELT) and Senior Leadership Team (SLT) on issues that cross their portfolios.
• Help leaders pressure-test strategies, navigate inter-dependencies, and access OCEO resources to advance their priorities.
• Reinforce alignment between business-unit execution and enterprise direction without taking over operational accountability.

Specialist IIIa – Process Improvement

VP – Office of the CEO