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The Vice President, Innovation Strategy & Business Integration is Miami-based, reports to the Chief Strategy Officer (CSO) and is a transformative builder who converts vision into measurable enterprise value. As a member of the ELT and the CSO's principal operating partner, this executive translates board-approved innovation strategies into operational plans, investments, and outcomes across service lines and corporate functions. Grounded in NCHS's pediatric mission and not-for-profit commitment, the VP advances innovation that improves outcomes, access, experience, and efficiency for children and families while strengthening community benefit and organizational sustainability.

The VP brings deep business acumen and a strong grasp of the healthcare legal and regulatory environment, with fluency in considerations that shape strategy, partnerships, contracting, and commercialization. Operating in a matrix across strategy, operations, data and analytics, commercialization, and venture creation, the VP accelerates growth, performance, and impact for children and families. The role serves as Managing Director of Children's Health Ventures (CHV), accountable for portfolio performance and P&L stewardship, and partners closely with Legal, Compliance, Finance, IT, and clinical leaders to scale innovations from concept to market.

This executive operates as an architect and convenor—building shared strategy with enterprise leaders through influence, operating cadence, and disciplined governance rather than a hierarchical approach. the VP advances a systemwide innovation engine that elevates care, drives operational excellence, and expands the organization's influence across the pediatric health ecosystem.

• Enterprise Strategy & Operating Model: Translate strategic goals into enterprise operating plans with prioritized initiatives, sequenced deliverables, and measurable success metrics across clinical, research, and corporate domains.
• Lead quarterly business reviews (QBRs), performance measurement, and executive reporting to the CSO and ELT; drive course correction and value capture in support of enterprise growth and performance metrics.
• Partner with the CSO and cross‑functional leaders to establish annual financial goals and portfolio targets; deliver validated benefits, ROI, and transparent outcome reporting.
• Manage third‑party relationships tied to new ventures and strategic partnerships, including partnership structuring and contracting coordination; collaborate with Legal and Compliance on governance, regulatory diligence, and risk mitigation.
• CHV—Managing Director: Lead CHV deal flow, investment development, portfolio management, commercialization pathways, and P&L performance, consistent with enterprise governance and applicable legal/regulatory requirements.
• Lead preparation of materials to support investment, performance, and commercialization decisions.
• Partner closely with Legal and Compliance on contracting, risk mitigation, and commercialization execution; maintain accountability for IP strategy while Legal retains formal IP decision authority.
• Coordinate with Finance and operational leaders to define, track, and report value creation, including revenue, margin, cash flow, external funding, and strategic impact.
• Innovation Management, Enablement & Operating Discipline: Manage external strategic/growth consulting relationships—defining scope, deliverables, budgets, and performance expectations—so engagements produce tangible outcomes aligned with system priorities and contracting/procurement requirements.
• Leverage the existing PMO for project delivery support (PMO reporting remains separate); this role consumes PMO services rather than directing PMO priorities.
• In partnership with Marketing & Communications, guide conferences, marketing, and PR for innovation initiatives to expand reach, reputation, and pipeline, consistent with brand and regulatory considerations.
• Serve as the liaison with strategic industry vendors, startups, and academic partners to pilot and co‑develop solutions that solve specific pediatric operational challenges.
• Business Integration & Oversight: Drive operational excellence by aligning resources, streamlining workflows, and removing barriers for successful execution of major strategic initiatives in partnership with enterprise leaders.
• Monitor enterprise KPIs and operational health; troubleshoot cross‑functional issues and resolve escalations to sustain momentum, outcomes, and growth targets.
• Build durable integration mechanisms (cadences, governance forums, decision logs, and performance dashboards) that support accountability in a matrix environment.
• Corporate Services & Integration: Orchestrate integration across Finance, TM&E, IT, Legal, Compliance, and Communications to provide coordinated support for innovation initiatives and commercialization activities.
• Partner with NCHS VPs and ELC members on AI planning and capability development, supporting adoption across clinical, operational, and corporate functions, aligned with privacy, security, and regulatory standards.
• Collaborate with the Senior Ops Leaders to align innovation with strategic goals.
• Change Management & Culture: Lead and support organizational transformation initiatives and process improvement programs that accelerate innovation, agility, and accountability.
• Act as a champion for change, leading, mentoring, and developing teams to foster a culture of continuous improvement, curiosity, and adoption of new technologies. across Innovation & Entrepreneurship activities aligned with CHV portfolio priorities and community impact.
• Position the organization for successful change management through major transformative initiatives by aligning stakeholders, clarifying roles and decision rights, and reinforcing disciplined execution.
• External Partnerships & Ecosystem: Build alliances with academic institutions, industry partners, startups, and government to expand translational impact, co‑investment, and commercialization pathways; coordinate agreements and diligence with Legal and Compliance, as well as partnering for alignment with Government Affairs.
• Represent NCHS externally, forging partnerships that enable new ventures, market expansion, academic affiliations, and enterprise‑level synergies aligned with institutional growth priorities and applicable legal/regulatory requirements.
• Team & Leadership Development: Develop internal talent and leadership capability to match the scale and ambition of the health system’s innovation agenda.
• Coach and mentor direct reports and matrixed partners; establish clear performance expectations, role clarity, and development plans.
• Build a high‑performing team culture that values accountability, partnership, and disciplined execution.

• Master's Degree in Business, Health Administration, Public Health, or related field (MBA/MHA/MPH preferred).
• 12+ years of business, health administration, management consulting, or related field.
• 10+ years of progressive leadership in an academic medical center or complex health system preferred, and/or a proven record in strategy, transformation, and/or innovation in a health‑related industry.
• 10+ years of demonstrated results scaling clinical and research initiatives, digital capabilities, or innovation portfolios with measurable ROI.

• Juris Doctor (JD) highly preferred given the scope across ventures, partnerships, contracting, governance, and commercialization.
• Executive leadership spanning healthcare and adjacent industries (biopharma, MedTech, diagnostics, investment, consulting).
• Senior operations experience in a large, matrixed organization.
• Advanced expertise in portfolio management, process improvement, change leadership, and finance.
• Working knowledge of clinical/research operations and healthcare data/AI governance.
• Proven partnerships with Finance, Compliance, and Research leadership; track record of scaling operations and commercializing research.
• Success in dynamic, growth‑focused environments with strong external partnership building and commercialization skills.
• Collaboration: Operates as an enterprise connector; activates cross‑functional teams to deliver shared outcomes.
• Responsibility: Owns results; drives operating discipline, transparency, and value realization.
• Empowerment: Builds leaders; creates clarity, autonomy, and accountability in a matrix.
• Advocacy: Centers pediatric patients, families, and clinicians in prioritization and design decisions.
• Transformation: Challenges the status quo; scales bold ideas with speed and rigor.
• Empathy: Leads with humility; cultivates trust, inclusion, and psychological safety.