Executive Director

Overview

Executive Director

The Executive Director is the senior non-physician business leader accountable for the overall health, growth, and performance of WVCI. In dyad partnership with physician leadership, this role integrates strategy, operations, finance, people, technology, quality, safety, and stakeholder relationships so physicians can focus on exceptional cancer care. The Executive Director brings strong influence, credibility, business acumen, and culture-shaping leadership while building an inclusive environment grounded in trust, belonging, psychological safety, accountability, and an exceptional patient and employee experience. The role serves as a key liaison to The US Oncology Network and supports the US Oncology Compliance Program, Code of Ethics, and Business Standards.

Employment Type : Full Time Benefits : M/D/V, Life Ins., 401(k) Location : Eugene, OR

Responsibilities

Key Responsibilities

Strategy, Growth, and Financial Leadership

Co-create and communicate a multi-year vision with physician leadership that aligns clinical excellence, patient experience, financial sustainability, community needs, and Network strategy.

Direct annual and long-range operating plans, budgets, capital priorities, staffing models, growth initiatives, and business cases for new sites, services, research, equipment, or technology.

Own the practice P&L, forecasting, variance management, expense control, margin improvement, capital stewardship, and contract performance.

Assess market, payer, reimbursement, regulatory, and competitive trends and develop scenarios and contingency plans.

Operational, Quality, and Patient Performance

Translate strategy into measurable priorities across clinic, infusion, pharmacy, research, revenue cycle, and support functions.

Use analytics and dashboards to improve access, scheduling, throughput, productivity, staffing, utilization, drug stewardship, denials, accounts receivable, quality, safety, and patient experience.

Lead process improvement, standardization, and operational change without compromising care quality, safety, employee engagement, or the patient experience.

Ensure compliance with legal, regulatory, accreditation, payer, privacy, security, quality, safety, reporting, and ethical requirements.

Physician and Stakeholder Partnerships

Build trusted physician relationships and effective communication rhythms that support transparent decisions, shared accountability, and alignment on practice priorities.

Maintain productive relationships with hospitals, joint ventures, payers, vendors, community partners, and Network/PMO teams; negotiate effectively and resolve conflict constructively.

Implement Network initiatives locally and share or adopt best practices, operating approaches, and talent across markets.

People, Culture, and Leadership

Champion an inclusive, high-performing culture where employees and physicians feel respected, heard, connected, supported, and accountable.

Build and develop a diverse, multi-level leadership team with clear roles, decision rights, operating rhythms, and accountability for results and leadership behaviors.

Ensure workforce planning, talent acquisition, performance management, coaching, recognition, corrective action, retention, and succession practices are consistent, equitable, and transparent.

Assess bench strength, coach rising leaders, expand access to development opportunities, and address barriers to belonging, engagement, well-being, and retention.

Lead operational, technology, care-model, and organizational change with transparency, inclusion, structure, courage, and steadiness.

Leadership Profile

INSPIRE : Sets direction, explains the why, models values, and speaks up when ethics, safety, respect, or culture are compromised.

LEVERAGE : Uses an enterprise-first mindset to collaborate, influence, negotiate, and build durable physician and stakeholder partnerships.

EXECUTE : Converts strategy into disciplined financial, operational, quality, safety, people, and patient results.

ADVANCE : Anticipates change, acts courageously, innovates thoughtfully, and leads through ambiguity.

DEVELOP : Creates belonging and psychological safety, coaches leaders, develops successors, and models continuous learning.

Qualifications

Qualifications

Bachelor’s degree in healthcare administration, business administration, finance, accounting, or a related field required; MHA, MBA, or related master’s degree preferred.

Minimum seven years of progressive healthcare management and operations experience, including at least three years in a leadership or managerial capacity.

Demonstrated strategic, operational, and financial leadership in healthcare services; community oncology, multi-site ambulatory care, or physician-practice experience strongly preferred.

Experience partnering with physicians and senior stakeholders, leading multi-level teams, managing change, and developing talent.

Working knowledge of healthcare finance, community oncology economics, payer and reimbursement dynamics, revenue cycle, quality, compliance, and regulatory requirements.

Executive-level communication, influence, negotiation, conflict resolution, judgment, emotional intelligence, credibility, and integrity.

Preferred Executive Experience

Led a multi-site, multi-disciplinary physician group or ambulatory healthcare organization and owned a full P&L or equivalent financial accountability.

Delivered growth, productivity, or margin improvement and developed business cases for new sites, services, research, technology, or partnerships.

Co-led a physician-administrator dyad and resolved complex physician-practice issues.

Led a major operational, technology, care-model, integration, or organizational change using a structured approach.

Negotiated or managed significant hospital, joint venture, payer, managed-services, or vendor relationships.

Built leadership bench strength, promoted talent, established succession plans, and implemented Network initiatives locally.

Measures of Success

Meets approved financial, margin, growth, access, throughput, utilization, quality, safety, and patient-experience goals.

Builds strong physician engagement and productive employee, hospital, payer, community, and Network relationships.

Strengthens inclusion, belonging, engagement, retention, leadership capability, accountability, and succession depth.

Implements and sustains regulatory requirements, performance improvements, Network initiatives, and major change efforts.

Physical Demands and Work Environment

Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions. Work is performed primarily in an office and clinical-practice environment with frequent interaction with physicians, employees, corporate partners, and external stakeholders. Travel by air or automobile may be required approximately 40% of the time, and the employee may occasionally lift or move up to 40 pounds.

Key Responsibilities

Strategy, Growth, and Financial Leadership

Co-create and communicate a multi-year vision with physician leadership that aligns clinical excellence, patient experience, financial sustainability, community needs, and Network strategy.

Direct annual and long-range operating plans, budgets, capital priorities, staffing models, growth initiatives, and business cases for new sites, services, research, equipment, or technology.

Own the practice P&L, forecasting, variance management, expense control, margin improvement, capital stewardship, and contract performance.

Assess market, payer, reimbursement, regulatory, and competitive trends and develop scenarios and contingency plans.

Operational, Quality, and Patient Performance

Translate strategy into measurable priorities across clinic, infusion, pharmacy, research, revenue cycle, and support functions.

Use analytics and dashboards to improve access, scheduling, throughput, productivity, staffing, utilization, drug stewardship, denials, accounts receivable, quality, safety, and patient experience.

Lead process improvement, standardization, and operational change without compromising care quality, safety, employee engagement, or the patient experience.

Ensure compliance with legal, regulatory, accreditation, payer, privacy, security, quality, safety, reporting, and ethical requirements.

Physician and Stakeholder Partnerships

Build trusted physician relationships and effective communication rhythms that support transparent decisions, shared accountability, and alignment on practice priorities.

Maintain productive relationships with hospitals, joint ventures, payers, vendors, community partners, and Network/PMO teams; negotiate effectively and resolve conflict constructively.

Implement Network initiatives locally and share or adopt best practices, operating approaches, and talent across markets.

People, Culture, and Leadership

Champion an inclusive, high-performing culture where employees and physicians feel respected, heard, connected, supported, and accountable.

Build and develop a diverse, multi-level leadership team with clear roles, decision rights, operating rhythms, and accountability for results and leadership behaviors.

Ensure workforce planning, talent acquisition, performance management, coaching, recognition, corrective action, retention, and succession practices are consistent, equitable, and transparent.

Assess bench strength, coach rising leaders, expand access to development opportunities, and address barriers to belonging, engagement, well-being, and retention.

Lead operational, technology, care-model, and organizational change with transparency, inclusion, structure, courage, and steadiness.

Leadership Profile

INSPIRE : Sets direction, explains the why, models values, and speaks up when ethics, safety, respect, or culture are compromised.

LEVERAGE : Uses an enterprise-first mindset to collaborate, influence, negotiate, and build durable physician and stakeholder partnerships.

EXECUTE : Converts strategy into disciplined financial, operational, quality, safety, people, and patient results.

ADVANCE : Anticipates change, acts courageously, innovates thoughtfully, and leads through ambiguity.

DEVELOP : Creates belonging and psychological safety, coaches leaders, develops successors, and models continuous learning.

Qualifications

Bachelor’s degree in healthcare administration, business administration, finance, accounting, or a related field required; MHA, MBA, or related master’s degree preferred.

Minimum seven years of progressive healthcare management and operations experience, including at least three years in a leadership or managerial capacity.

Demonstrated strategic, operational, and financial leadership in healthcare services; community oncology, multi-site ambulatory care, or physician-practice experience strongly preferred.

Experience partnering with physicians and senior stakeholders, leading multi-level teams, managing change, and developing talent.

Working knowledge of healthcare finance, community oncology economics, payer and reimbursement dynamics, revenue cycle, quality, compliance, and regulatory requirements.

Executive-level communication, influence, negotiation, conflict resolution, judgment, emotional intelligence, credibility, and integrity.

Preferred Executive Experience

Led a multi-site, multi-disciplinary physician group or ambulatory healthcare organization and owned a full P&L or equivalent financial accountability.

Delivered growth, productivity, or margin improvement and developed business cases for new sites, services, research, technology, or partnerships.

Co-led a physician-administrator dyad and resolved complex physician-practice issues.

Led a major operational, technology, care-model, integration, or organizational change using a structured approach.

Negotiated or managed significant hospital, joint venture, payer, managed-services, or vendor relationships.

Built leadership bench strength, promoted talent, established succession plans, and implemented Network initiatives locally.

Measures of Success

Meets approved financial, margin, growth, access, throughput, utilization, quality, safety, and patient-experience goals.

Builds strong physician engagement and productive employee, hospital, payer, community, and Network relationships.

Strengthens inclusion, belonging, engagement, retention, leadership capability, accountability, and succession depth.

Implements and sustains regulatory requirements, performance improvements, Network initiatives, and major change efforts.

Physical Demands and Work Environment

Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions. Work is performed primarily in an office and clinical-practice environment with frequent interaction with physicians, employees, corporate partners, and external stakeholders. Travel by air or automobile may be required approximately 40% of the time, and the employee may occasionally lift or move up to 40 pounds.