Executive Leadership: C-Suite & VP
Healthcare Headhunters recruits healthcare professionals for employers. No upfront fee. You pay only if you hire.
This is what we do all day: recruit healthcare professionals.
Hire the C-suite or VP leader who can make board direction work in finance, operations, physician practice, and public reporting.
No postings. No stacks of resumes. No chasing. You interview a short list.
No upfront fee. You pay only if you hire.
Need someone now? Call 305-306-4829.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
What does an open seat cost you every week?
An open role costs you more than the recruiting fee. Someone covers the work, waits for care, or stops a service. We ask what is falling behind and who is carrying it. Use your own figures to compare the cost of waiting with the cost of hiring.
The seat is costing you every week.
Overtime, diverted patients, a stretched team and a schedule held together by favors.
The posting brought the wrong people.
Applicants arrive, but the person who has done this exact work is employed and not looking.
You are the one chasing.
Screening calls, no-shows and follow-ups land on the desk of someone with a facility to run.
What does this hire really come down to?
A CEO, CFO, COO, CNO, and vice president do not own the same decisions. A CEO may set market direction and board agendas. A CFO may defend a capital plan, cost-reporting position, and investment case. A COO or CNO may turn approved plans into departmental actions.
A VP may own revenue cycle, payer strategy, service-line results, or another defined function. We define the seat around that work before approaching candidates.
Start with the decision that belongs to the new leader. If margins have weakened, decide whether the person can change service mix, labor plans, payer discussions, expense controls, or only make recommendations. If physicians have delayed a project, state whether the hire can negotiate, approve, or escalate the issue.
Title alone does not show scope. A revenue-cycle VP needs access to denial data, payer contacts, registration leaders, and documentation owners. A service-line VP may need input on referral plans, capital requests, physician recruitment, and operating results. We ask what changed, who disagreed, what authority the executive held, and what followed.
What do we check before you see anyone?
Reimbursement history. We ask how the executive responded when payment moved from fee-for-service toward value-based models. Strong answers describe changes to reporting, documentation, service planning, or physician discussions. Accreditation work. If you seek The Joint Commission accreditation or a center-of-excellence designation, we ask which departments the executive assembled, what evidence they reviewed, and how they tracked open gaps.
- Physician compensation. We review work involving productivity formulas, recruitment support, incentives, and margin targets. Candidates should explain the financial case, physician objections, and where board, legal, or medical leadership input changed the proposal.
- Labor relations. If collective bargaining affects your organization, we ask about bargaining preparation, staffing proposals, and communications during disputes. We also ask how the executive worked with counsel, human resources, and operating leaders within defined authority.
- Cost reporting and public pricing. We screen for direct involvement with hospital cost reports, public price information, audit questions, and corrections. A candidate should distinguish signing a report from directing the teams that assemble and test it.
- Capital decisions. We ask for one investment the candidate approved and one they delayed or declined. Their answer should weigh replacement need, patient access, demand, operating expense, depreciation, available cash, and the cost of waiting.
Where do we find them, and why would they move?
We may reach leaders in regional hospitals, community health systems, multi-site provider organizations, and larger health systems. A leader may consider a move after a board changes direction, decision rights narrow, a market plan shifts, or a location better suits family plans.
We also speak with executives from health plans and provider-adjacent organizations when the opening calls for payer, finance, or market knowledge. Returning to the provider side may appeal to someone seeking direct responsibility for service delivery, local investment choices, and physician relationships.
Which mistakes stall the search?
A common mistake is choosing by facility size alone. Ask how the candidate reported to the board, which decisions they owned, and whether that governance model matches the opening. Another is treating a polished interview as proof of physician influence. Ask for a case where a department chair opposed a proposal, what changed, and how the decision was reached.
Waiting until finalist interviews to disclose board attendance, public-facing duties, relocation expectations, or limits on decision rights. Those facts can change interest in the role.
How would we run the search for this opening?
We meet with you to identify the decision the executive will own, first-year measures, reporting structure, compensation range, and board expectations. We screen work history, credentials, leadership scope, and interest before presenting candidates. We coordinate interviews, references, offer discussions, and transition planning.
Define the seat
We separate essential experience from preferences that reduce the pool without improving the hire.
Screen the evidence
We ask questions tied to your opening, including reimbursement, capital, physician relations, labor, quality oversight, or payer issues. Your team completes its own credentialing and clinical assessment where relevant.
Select and close
No upfront fee. You pay only if you hire. We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement. We arrange locum tenens, travel and contract coverage on request. Licensing where applicable, credentialing, malpractice arrangements, and engagement details are confirmed before anyone starts.
Every title in Executive Leadership: C-Suite & VP
- CEO / Hospital President
- Chief Operating Officer (COO)
- Chief Financial Officer (CFO)
- Chief Strategy Officer
- Chief Human Resources Officer (CHRO)
- Vice President of Operations
- Vice President of Physician Services
- Vice President of Business Development & Growth
- Service Line Administrator (Cardiovascular, Oncology, Ortho, Neuro)
- Director of Human Resources (Healthcare)
- Director of Talent Acquisition (Healthcare)
- Health Plan Market President
- Director of Provider Network Management
- Associate Chief Operating Officer
- President
- Director of Facilities
How do you address a counteroffer after board interviews?
We discuss the reason for a move before the offer stage, including authority, board relationships, market plans, and family factors. If a counteroffer appears, compare the work and decision rights in each role instead of responding only with higher compensation.
How long does an executive search take?
Timing depends on seat scope, location, compensation, and access to board members and senior physicians. We contact leaders who may not be applying, then confirm their interest and relevant work before presenting them.
How do you assess fit with our board and medical staff?
We ask for examples of presenting difficult choices to a board and working with physicians outside the executive’s reporting line. Final interviews should test how the person handles disagreement, incomplete information, and public accountability.
Do you provide replacement terms for permanent executive searches?
No upfront fee. You pay only if you hire. The written agreement describes the fee and replacement terms that apply to your standard permanent search.
Can you recruit interim or contract executive coverage?
Yes, on request. Before a professional starts, the parties confirm engagement details, licensing where applicable, credentialing, and malpractice arrangements.
What should you send us about this role?
Send us the role, where the person will work and what needs to change with this hire. We will ask about the work, not just the title. Share any license or schedule limits that could rule someone out before we begin the search.
Tell us which executive decision cannot wait, who must support it, and what authority the hire will hold.
No upfront fee. You pay only if you hire. We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
What do you get at each step of the search?
Our process for every search: calibrate the seat with you, map the market, research the real people, reach out to each one personally, qualify them in live conversation, then hand you a short list with a written brief on each person and support through the offer.
Search Calibration
You get an agreed brief: the work, reporting line, credentials, schedule, and offer you can make.
Market Mapping
You get a search aimed at relevant backgrounds, including people working now who have not applied.
Professional Contact Intelligence
We check appropriate ways to reach the people identified for your search. You do not have to chase them yourself.
Persistent Personalized Outreach
We explain your actual job and follow up with people who may consider a conversation.
Live Candidate Qualification
You see people we have spoken with about the work, interest, and practical fit, not an unread resume pile.
Candidate Intelligence and Process Support
You get a written brief and support through interviews and offer discussions. You make the hiring decision.
What do we not do in a standard permanent search?
We do not bill standard contingency search by the hour or simply repost your job. Temporary coverage is a separate arrangement. Any retainer or different engagement must be agreed, not assumed. Tell us early if you need coverage while the permanent search runs.