Director of Practice Operations

About this role

POSITION SUMMARY The Director of Practice Operations is responsible for leading the operational integration, stabilization, and ongoing performance management of acquired primary care practices within the organization’s fully owned, Single-TIN model. Reporting directly to the President, this role is the primary operational bridge among the M&A team, executive leadership, MSO functional teams, clinical leadership, and acquired practices. The Director owns execution from pre-close readiness through Day 1, 30/60/90-day integration, and steady-state operations. Following integration, the role provides ongoing leadership to ensure each practice performs at a high level across patient access, provider productivity, staffing, patient experience, financial performance, quality, risk adjustment, care gap closure, utilization, and total cost of care within a Full-Risk Value-Based Care model. PRIMARY RESPONSIBILITIES 1. Practice Acquisition & Operational Integration • Serve as the operational lead for newly acquired primary care practices, partnering closely with the President, M&A team, clinical leadership, Finance, HR, IT, Compliance, Contracting, Revenue Cycle, Credentialing, and other MSO functions. • Build and manage comprehensive pre-close, Day 1, 30/60/90-day, and post-integration operating plans with clear workstreams, owners, milestones, dependencies, and escalation paths. • Coordinate operational due diligence and readiness across staffing, provider schedules, patient access, EHR/technology, billing and revenue cycle, payor enrollment, credentialing, compliance, vendors, facilities, clinical workflows, and value-based care requirements. • Identify operational risks and integration gaps before close; establish mitigation plans and ensure issues are resolved without disrupting providers, staff, or patients. • Lead change management, communications, and workflow standardization as acquired practices transition into enterprise systems, policies, reporting, and management structures. • Provide concise integration reporting to the President and executive leadership, highlighting milestones, risks, unresolved issues, decisions required, and overall readiness. 2. Post-Integration Practice Leadership • Assume operational oversight following integration and drive the transition from integration mode to stable, high-performing day-to-day operations. • Establish consistent operating standards across owned practices while appropriately adapting to local market and practice needs. • Lead regular operating reviews with practice managers and physician leaders covering operational, financial, clinical, quality, and value-based care performance. • Identify underperforming locations or workflows and develop measurable corrective action plans with defined owners and timelines. • Build scalable operating infrastructure and management processes that support continued acquisition and growth of the fully owned practice portfolio. • Maintain strong relationships with employed physicians and practice leadership to support engagement, retention, accountability, and organizational alignment. 3. Full-Risk Value-Based Care Performance • Ensure owned practices operate effectively within Full-Risk Medicare Advantage and other value-based care arrangements, translating enterprise goals into practice-level workflows and accountability. • Partner with Population Health, Clinical Operations, Quality, Risk Adjustment, Finance, Analytics, and Medical Leadership to improve practice performance. • Drive execution on Annual Wellness Visits, HCC documentation and chronic-condition reassessment, HEDIS/Stars care gap closure, preventive screenings, medication adherence, transitional care, high-risk patient management, and avoidable utilization reduction. • Improve referral management, specialist coordination, emergency department and inpatient utilization, readmissions, and total cost of care performance. • Ensure providers and practice teams understand performance expec

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