VP of ASC Development Recruiters
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.
Hiring a VP of ASC Development means finding someone who can turn a promising surgery center opportunity into a defensible investment.
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.
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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?
We recruit permanent leaders for employers building, acquiring, or expanding ambulatory surgery centers. Before searching, we clarify what you need this executive to deliver: physician partnerships, acquisition opportunities, new center development, or a combination. Those assignments demand different experience, even when candidates share the same title.
This executive’s workday can move from a surgeon meeting to a financial model review and then a stalled transaction discussion. Ask where the candidate personally made decisions. Opening a center, sourcing a deal, and overseeing an acquired portfolio are not interchangeable accomplishments.
A strong candidate can explain why an attractive opportunity should be declined. Physician interest alone does not establish a viable center. Look for questions about case migration, payer contracts, ownership expectations, construction costs, and operating support. Ask how the candidate tests assumptions before seeking investment approval.
What do we check before you see anyone?
Ask, “Walk us through a center opportunity you evaluated from first conversation to investment decision.” Useful answers identify the candidate’s contribution, approval gates, rejected assumptions, and final recommendation. Separate direct ownership from participation in another leader’s project. Ask, “How did you validate projected surgical volume?”
- Look for discussion of physician case histories, procedures suited to the proposed setting, referral patterns, and realistic migration assumptions. A surgeon’s verbal estimate should not be the entire forecast.
- Ask, “What changed during physician partnership negotiations?” Listen for ownership terms, governance, competing expectations, and coordination with counsel. The candidate should explain how disagreements affected the business case without disclosing confidential deal details.
- Ask, “Which diligence finding changed your proposed acquisition terms?” Useful evidence includes payer exposure, deferred investment, staffing costs, ownership disputes, or weak financial reporting. Ask who investigated the issue and how it changed the recommendation.
- Ask, “How did operations influence your development plan?” Listen for early input on space, equipment, staffing, scheduling, and launch readiness. Ask what happened when the operating team challenged a commercial assumption.
- Ask, “How did you report opportunities that were not ready for approval?” Look for a clear distinction between initial interest, validated opportunities, and approved projects. Ask how the candidate communicated delays and stopped work on weak prospects.
Where do we find them, and why would they move?
We look at ASC operators, physician-owned surgery center groups, health systems with ambulatory development teams, and healthcare organizations pursuing surgical partnerships. Relevant backgrounds may include acquisitions, joint ventures, or new center development. We compare actual deal responsibilities rather than treating every development title as equivalent.
Some candidates may consider moving for broader investment authority, a different ownership model, or more involvement after a transaction closes. We ask what they want to own next.
Which mistakes stall the search?
A common mistake is hiring on announced deal volume without checking personal contribution. Ask which opportunities closed, which were declined, and what the candidate owned. Another is combining sourcing, negotiation, construction oversight, and ongoing operations without defining decision rights. Candidates need to know which decisions remain with other executives.
Treating physician relationships as proof of commercial judgment. Test how the candidate handled a respected surgeon’s proposal when the financial assumptions did not hold.
How would we run the search for this opening?
We discuss your ownership structure, target markets, development approach, and approval process. We screen work history, credentials, and fit through specific project questions. Before making an offer, confirm investment authority, transaction support, operating handoffs, and expected deliverables. You identify whether the immediate need is building a pipeline, advancing existing opportunities, or improving diligence.
Define the investment assignment
We also clarify reporting relationships and travel expectations.
Examine relevant decisions
We present candidates whose responsibilities match your assignment. You assess their commercial judgment through interviews, references, and a hypothetical opportunity review using information suitable for sharing.
Resolve authority before hiring
No upfront fee. You pay only if you hire.
Where this search connects
Practice, Ambulatory & Surgery Center Operations
SpecialtyPhysician Groups & Specialty Practices
SettingAmbulatory Surgery Centers & Surgical Hospitals
SettingFQHCs & Community Health Centers
SettingUrgent Care & Occupational Health
SettingPractice Administrator
Related roleMedical Group Administrator
Related roleDirector of Ambulatory Operations
Related roleASC Administrator
Related roleNational median annual wage. SOC 11-9111, Medical and Health Services Managers.
BLS reports Medical and Health Services Managers as one occupation. It does not publish a separate estimate for VP of ASC Development, its setting or its engagement terms.
Source: U.S. Bureau of Labor Statistics, OEWS, 2025-05, released 2026-05-15. View source. See the full guide.
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Does this executive need a clinical license?
A clinical license is not ordinarily part of a nonclinical development assignment. If you attach clinical duties, you must assess the relevant licensing and credentialing separately. That conversation helps distinguish a fit for your assignment from interest in a larger title.
Should we favor acquisition experience or new center development?
Choose based on the work ahead. Acquisitions test diligence and transaction judgment, while new centers also demand site planning and launch coordination.
How can we assess physician partnership experience without requesting confidential terms?
Ask for an anonymized account of an ownership or governance disagreement. The answer should explain competing interests, the candidate’s actions, and the resulting decision.
What should a hypothetical investment exercise test?
Give candidates a proposed center with incomplete volume and cost information. Ask what they would investigate before recommending approval, rather than asking for an unsupported valuation.
How should development and operations divide responsibility?
Define who owns commercial commitments and who approves operating assumptions. Ask candidates how they bring operations into diligence before promises become difficult to change.
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 ASC opportunities need executive ownership. We can help you define the assignment and compare candidates against the decisions ahead.
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.
Which other positions in this family should you consider?
Regional Director of Operations, ASC · Urgent Care Director of Operations
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.
How long will it take to see a short list?
That depends on the job, schedule, available people, and what your employer can offer. We discuss those constraints before outreach and update you as candidates respond. We do not promise a fixed shortlist date. We check the job brief before arranging interviews. Tell us which parts of the role you can change.
What if a candidate receives a counteroffer?
We ask why the person wants to move and discuss competing decisions before an offer. A counteroffer can still change their choice. Keep the duties and offer clear rather than assuming more money settles every concern. Tell us early if parts of your offer cannot change, so the candidate hears it from us first.
What are the replacement terms?
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. Ask us to walk through those terms before you sign, so you know how a replacement would work for your opening and who would start it.
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.