Executive Leadership: C-Suite & VP salary guide

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Published BLS wages for this family. BLS OEWS May 2025.

CEO / Hospital President SOC 11-1011, Chief Executives. broader match.
Chief Operating Officer (COO) SOC 11-1021, General and Operations Managers. broader match.
Chief Financial Officer (CFO) SOC 11-3031, Financial Managers. broader match.
Chief Strategy Officer SOC 11-1011, Chief Executives. broader match.
Chief Human Resources Officer (CHRO) SOC 11-3121, Human Resources Managers. broader match.
Vice President of Operations SOC 11-1021, General and Operations Managers. broader match.
Vice President of Physician Services SOC 11-9111, Medical and Health Services Managers. broader match.
Vice President of Business Development & Growth SOC 11-2022, Sales Managers. broader match.
Service Line Administrator (Cardiovascular, Oncology, Ortho, Neuro) SOC 11-9111, Medical and Health Services Managers. broader match.
Director of Human Resources (Healthcare) SOC 11-3121, Human Resources Managers. broader match.
Director of Talent Acquisition (Healthcare) SOC 11-3121, Human Resources Managers. broader match.
Health Plan Market President SOC 11-1011, Chief Executives. broader match.
Director of Provider Network Management SOC 11-9111, Medical and Health Services Managers. broader match.
Associate Chief Operating Officer SOC 11-1011, Chief Executives. broader match.
President SOC 11-1011, Chief Executives. broader match.
Director of Facilities SOC 11-3013, Facilities Managers. broader match.

Which executive leadership roles sit on this page?

This page covers senior healthcare leaders who shape operations, finance, people work, strategy, and service lines. We group CEOs, presidents, COOs, CFOs, CHROs, vice presidents, directors, and facilities leaders. The right search starts with reporting lines, budget authority, and which decisions stay with the board or owner.

Some roles cover one function. Others touch several. A Hospital President may answer to the board and lead the full organization. A Vice President of Physician Services may spend more time with physicians, practice leaders, and operations managers than with broad enterprise planning.

What does a CEO or Hospital President do during the workday?

A CEO or Hospital President sets direction, reviews results, and handles issues with senior leaders. The day can include board updates, physician relations, service line questions, capital discussions, and people decisions that affect more than one department. We ask who this leader reports to and which calls need board approval.

We also look at how the person runs meetings. Do they read the numbers and move to action? Do they settle conflict without losing trust? Those points tell us more than title alone. They show how the leader works when the day changes fast.

How do COO and CFO searches differ?

A COO usually stays close to daily operations. That leader works across departments, tracks service issues, and keeps teams aligned on schedules, process changes, and follow-through. A CFO spends more time with budgets, forecasts, audits, payer issues, and capital planning. We ask who owns each decision before we start the search.

The best COO may not fit the CFO seat. A COO needs field leadership and steady follow-up. A CFO needs finance judgment and clear board communication. We match the work, not just the title. That keeps the search grounded in the real day.

What matters in human resources and talent acquisition leadership?

CHRO and HR director searches often turn on judgment and calm execution. The leader handles hiring plans, employee issues, manager coaching, and turnover concerns. In healthcare settings, they may also work with physicians, legal counsel, and operations leaders when matters become sensitive. We ask who makes the final people decision.

A Director of Talent Acquisition lives in a different day. That person may run recruiter workflows, hiring manager intake, offer review, and hard-to-fill searches. For both roles, we look for clear communication and clean handoffs with operations and clinical leaders.

How do service line and physician services leaders spend their time?

Service line administrators and Vice Presidents of Physician Services sit between executive goals and front-line work. They meet with surgeons, medical directors, practice managers, and operations leaders. Their day may include volume review, clinic flow, access issues, physician alignment, and planning for new programs. We ask what sits inside their scope and what does not.

These roles vary by setting and specialty. A cardiovascular leader may handle different issues than an oncology or neuro leader. We sort out whether the person owns finance, staffing, growth, or physician relations before we move forward. That keeps the search specific and useful.

What should you ask before hiring a VP or director?

Start with the decisions the person can make alone. Then ask which decisions need approval from the CEO, board, or physician owner. We also ask about reporting lines, direct reports, meeting rhythm, and the problems the hire must address in the first stretch on the job.

Use the workday as your guide. Ask who they call when a service line slips, when a manager leaves, or when a budget forecast changes. That gives you a clearer view of fit than a title or prior employer ever will. We arrange direct hire searches on contingency.

What else should you ask about this edition?

How do we decide if a role belongs under operations, finance, or physician leadership?

Look at where the person spends the day and who signs off on decisions. If they run daily flow and department issues, that points to operations. If they own forecasts and board reporting, that points to finance. If they manage medical staff relationships, that points to physician leadership.

What makes a good search scope for a Hospital President or CEO?

We start with reporting lines, board access, and the leader’s span of control. Then we ask which changes the board expects this person to make. That keeps the search focused on actual work, not just a broad title.

What should we clarify for a VP of Physician Services opening?

Spell out whether the role supports employed physicians, practices, or a wider medical group. Then decide who handles compensation issues, practice operations, and physician feedback. That makes interviews sharper and avoids confusion later.

How should we think about a service line administrator search?

Define the service line first. A cardiovascular leader faces different daily issues than an ortho or neuro leader. We also ask whether the role owns budget, physician alignment, access, or growth. Those answers shape the candidate list.