VP & Co-Executive Lead, ROOTS - Operations

VP & Co-Executive Lead, ROOTS — Operations 

ROOTS (Resources, Operations & Organizational Tribal Support) is Indigenous Pact's operating group for tribal health delivery — the infrastructure that makes consistent, sovereign, culturally grounded care possible across our care communities. ROOTS is co-led by two executives over one integrated business and one shared P&L. This role anchors the half of that leadership that turns commitment into consistency: the operating engine — standards, systems, and daily execution — that makes every ROOTS clinic run the way the best one . 

Shared accountability (held jointly with the VP & Co-Executive Lead, ROOTS — Tribal Relations & Growth) 

• Co-own the ROOTS P&L: one number, one business, two leaders — jointly accountable for financial performance, growth, and operational health across all ROOTS care communities. 

• Build and lead the ROOTS leadership team and functional structure, including department leads, embedded functional partners, and site-facing roles. 

• Set and model ROOTS culture: tribal-facing, generationally minded, operationally disciplined — and carry that culture into onboarding, all-hands, and daily practice. 

• Maintain the co-leadership working agreement: decision rights, seams, escalation, and a unified leadership voice to the ROOTS team and the wider organization. 

• Represent ROOTS to IP executive leadership and at CLT; operate the agreed reporting rhythm with the CEO, CFO, and the dedicated finance partner. 

• Steward the transition: bring the existing team into the new structure deliberately, with particular care for leaders whose roles change shape. 

• Provide people leadership aligned to the evolving ROOTS structure and reporting lines, including potential oversight of Care Community Leaders (CCLs) and other roles as the model matures; clarify team design, reporting relationships, and leadership expectations as the organization scales. 

Role-specific accountability — Operations 

• Own the ROOTS operating system: the shared standards, playbooks, and workflows that keep care communities consistent — 'own the recipe' so excellent clinics no longer drift apart. 

• Own daily operational performance across all ROOTS care communities: site operations, NEMT, scheduling, facilities, and the operational dimensions of clinical support. 

• Own the interfaces with corporate functions — Finance, Compliance & Quality, Legal, IT, Revenue Cycle — defining how embedded partners work inside ROOTS while their craft and independence remain anchored corporately. 

• Own operational readiness for growth: new-site standup playbook, licensure and accreditation readiness (including CARF), applications and systems inventory, and vendor/contracting frameworks. 

• Own operational hiring design: profiles, onboarding workflows, and role architecture for site-facing operations roles, in partnership with People & Culture. 

• Co-own (with Tribal Relations & Growth) decisions that cross the seam: new-site standup, major vendor commitments affecting partner experience, and anything touching a tribal relationship and the operating model at once. 

Decision rights 

• Decides: operating standards and playbooks; operational vendor selection within budget; site operational staffing within plan; systems and workflow design. 

• Joint with co-leader: P&L commitments, leadership hires, budget tradeoffs, expansion pace, structural changes. 

• Escalates to CEO: only joint decisions where co-leaders, after working the disagreement protocol, remain genuinely split — [protocol per the working agreement]. 

What success looks like (first 12 months) 

• One operating system in force: shared playbooks live across all care communities, with site variance visible, explained, and shrinking. 

• Compliance and licensure inventory complete; CARF readiness roadmap owned and underway. 

• Corporate-function interfaces defined and working: embedded partners productive inside ROOTS, lines of independence respected. 

• Hope and Healing transition completed without disruption: administrator and care community leader backfilled, knowledge transferred, tribe and staff experience continuity. 

• The co-leadership functioning as designed: seams clear, escalations rare, team experiencing one leadership voice. 

Qualifications & profile 

• Proven multi-site or clinic operations mastery — demonstrated ability to make a complex care operation run consistently, not just well once. 

• Systems-builder orientation: turns individual excellence into documented, teachable, repeatable practice. 

• Executive readiness: board/CLT-level communication, P&L literacy (developed with the dedicated finance partner), and the judgment to lead through a partnership rather than a hierarchy. 

• Commitment to IP's one-generation mission and to seven-generations stewardship as an operating principle.