Associate Vice President (AVP) of Health for Finance, Strategy, and Business Development

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  Strategic Planning & Resource Prioritization: Lead multi-year strategic planning processes for SMHS; establish framework models to prioritize capital, operational, and clinical resources toward high-impact institutional goals.
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  Mergers, Acquisitions & Joint Ventures: Support the VP for Health Affairs in assessing strategic growth options, leading financial due diligence, transaction structuring, and execution for mergers, acquisitions, joint ventures, clinical affiliations, and regional campus expansions.
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  Growth & Monetization Strategy: Develop robust pro formas and business plans for new academic and clinical programs, as well as the monetization of existing institutional assets.
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  Partnership & Agreement Tracking: Oversee and track key recurring milestone events, financial commitments, and operational deliverables under the GW / Universal Health Services (UHS) agreements, joint venture entities, and clinical practice arrangements.

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  Financial Performance Oversight: Oversee all financial aspects, budgeting processes, and fiscal performance for SMHS (with potential future expansion to incorporate the School of Nursing and broader GW Health endeavors).
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  Integrated Strategic Financial Plan (ISFP): Create, refine, and manage the multi-year, integrated strategic and financial plan (ISFP) aligning clinical, academic, and research priorities with long-term capital and operating models.
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  University Finance Integration: Serve as the financial liaison between SMHS and central GW Finance, ensuring transparency, compliance, alignment with university-wide budget frameworks, and seamless execution on joint fiscal initiatives that link financial strategy to core academic missions.

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  Cross-Functional Alignment: Ensure seamless alignment between overarching strategic priorities and daily operational execution across key administrative pillars:
  
  
  • Administrative Services
  • Finance and Accounting
  • Human Resources
  • Information Technology
  
  
  
  
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  Facilities, Safety, and Security: Oversee physical infrastructure strategy, facility planning, safety protocols, and security operations tailored to academic and clinical medicine needs.
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  Efficiency & Cost Containment: Drive operational effectiveness across all functional areas, emphasizing process optimization, resource sharing, and rigorous cost containment in achieving programmatic goals.

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  Executive Leadership Integration: Serve as an active member of the SMHS Executive Leadership Team (and GW Health leadership in its aspirational future state) as well as the university-wide Finance Leadership Team.
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  Direct Operations Leadership: Provide direct leadership and oversight to internal department teams across Finance, Operations, and Administration.
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  Matrixed Functional Alignment: Provide strategic direction to embedded matrixed partners across Human Resources, Information Technology, Communications, and Development/Advancement to ensure integrated service delivery.

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  Direct Reports: Director/Leaders of Health Finance, Operations, Facilities/Safety, and Administration.
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  Dotted-Line / Matrixed Teams: Embedded leads across Human Resources, Information Technology, Communications, and Development/Advancement.

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  Desired Experience: Preference of ten (10) years of progressive financial and strategic leadership experience within academic medicine or a complex healthcare environment.
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  Academic Medicine Exposure: Demonstrated experience working either directly within a medical school or in close structural association with an academic medical center / health system.

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  Strategic & Operational Alignment: Proven ability to translate high-level university vision into concrete operational plans across administrative, financial, IT, HR, and facility functions.
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  M&A and Joint Venture Expertise: Demonstrated expertise in evaluating, structuring, and executing complex mergers, acquisitions, joint ventures, and strategic affiliation models within academic medicine or health systems.
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  Financial Modeling & Strategy: Deep expertise in complex funds-flow models, academic medical center finances, clinical practice plan dynamics, and integrated strategic financial planning (ISFP).
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  Communication & Executive Presence: Exceptional written and oral communication skills, with a proven ability to convey complex financial and strategic concepts to deans, university trustees, clinical chairs, and health system executives.
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  Navigating Ambiguity: Proven agility and resilience to thrive in environments with uncertain or rapidly evolving conditions, driving key strategic initiatives forward despite institutional complexity and ambiguity.
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  Matrix Leadership & Shared Governance: Advanced ability to lead and collaborate effectively in matrixed organizational structures, balancing academic, clinical, and research priorities while honoring shared governance principles.
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  Regulatory & Compliance Oversight: Comprehensive knowledge of healthcare compliance, accreditation standards, research administration regulations, and statutory requirements governing academic health systems and higher education.
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  Stakeholder Engagement & Relationship Building: Skill in cultivating trust-based partnerships across diverse stakeholder groups, including faculty leaders, community health partners, government entities, and private industry collaborators.

How is pay for new employees determined at GW?

The university is an Equal Employment Opportunity employer that does not unlawfully discriminate in any of its programs or activities on the basis of race, color, religion, sex, national origin, age, disability, veteran status, sexual orientation, gender identity or expression, or on any other basis prohibited by applicable law.