Medical Director, Value-Based Care / Population Health Recruiters

What do we check before you see anyone?

Ask, “Which population did you oversee, and what decisions were yours?” Look for a clear account of patient attribution, practice involvement, reporting relationships, and approval limits. Distinguish personal contributions from results delivered by an entire organization. Ask, “How would you investigate a sudden increase in emergency visits?”

• A useful answer checks data timing, patient mix, access barriers, and patterns by practice before proposing changes. Listen for collaboration with clinicians rather than assumptions about inappropriate care.
• Ask, “How have you addressed a care gap that physicians questioned?” Strong evidence includes checking the measure definition, reviewing exceptions, and explaining the proposed action. The physician should distinguish a reporting problem from a missed clinical opportunity.
• Ask, “What would you review before accepting a risk-based contract target?” Look for questions about attribution, benchmark methods, available data, clinical resources, and accountability. A candidate should know when finance or contracting colleagues must interpret terms outside medical authority.
• Ask, “How do you respond when a practice disagrees with comparative results?” Useful answers cover small sample sizes, coding differences, patient characteristics, and a direct physician conversation. Ask what evidence would change the candidate’s initial conclusion.
• Confirm the physician’s medical license and relevant specialty background. Ask about board certification, recent clinical practice, and any credentials tied to your assigned duties. You complete credentialing and clinical assessment; we screen credentials, work history, and fit against the position you define.

Which mistakes stall the search?

Do not write one position around every population health function. Separate physician decisions from analytics, contracting, coding, and care management supervision so candidates can assess the actual job. Do not treat savings figures as proof of individual leadership. Ask what changed, who implemented it, and whether the result reflected clinical work, contract terms, or population changes.