MGB Finance Director, Radiology System-wide Budgets and Executive Accounts

Enterprise Function: This role is a high-level financial management position that oversees the Radiology system-wide budgets across an entire healthcare system. Under direction of the Senior Director of Finance, Enterprise Radiology, the Enterprise Budget Director is responsible for developing and overseeing the implementation of an MGB Radiology's financial plan and reporting. The incumbent will work under Radiology finance and in close coordination with other executives, clinical and non-clinical operations, medical imaging informatics, quality, safety, equity, and experience (QSEE), physician operations and other areas to identify areas of the organization that need funding, sources of revenue, and cost savings under MGB Enterprise Radiology.

The role will also serve as financial executive account management for the Radiology System Chief, Entity Deputies, Vice Chairs, and senior leaders, work directly and collaboratively with, and serving as a resource to, the senior Enterprise Radiology management team to ensure smooth financial operations and efficient delivery of financial services. Uses experience and knowledge to offer high-level strategic support and management assistance to senior  leadership within the department. Oversees the corporate and Executive cost centers and management, also prepares financial reports for senior management, and communicates with stakeholders.

 The incumbent will effectively coordinate inter-dependent systems and constituencies and build consensus under singular Enterprise Radiology strategic frameworks.  Achievement will be judged by the candidate's ability to quickly deliver streamlined and more productive services, driven by transparency and system-centered processes with measure-based standards.  The candidate must also deliver on our diversity, equity and inclusion initiatives for patients and employees, which are critical to the continued success of the department.

 This role will set standards, policies, and objectives for Enterprise Radiology's financial and budget planning process, formulating policies & procedures to facilitate internal financial and process controls. Work collaboratively across the enterprise Radiology sites to assure high quality, timely and appropriate services are provided to all relevant stakeholders. Establish financial controls policies and procedures for all levels within MGB Radiology to effectively reduce business risk, ensure financial information is accurate and complied with laws and regulations.

 Lastly, this role will serve as the trusted advisor to the Senior Director of MGB Finance, Enterprise Radiology. A second-in-command acts to liaise the finance team with other radiology groups and must step in to lead in the absence of the senior director, assist with operational, financial planning, and decision-making.

 Entity Function: The position involves overseeing the financial management of the BWPO Radiology group, which is comprised of Academic Radiologists employed by MGB. The main responsibility is to ensure the financial health and efficiency of the BWPO Radiology, including budgeting, financial planning, and monitoring financial performance. The role works closely with the BWPO Deputy Chief and plays a crucial role in ensuring the financial success and sustainability of the group.

 Establish Operations functions under a common Enterprise Radiology governance structure and deliver on the shared objectives of MGB as a world-class integrated health system.

The candidate maintains direct and ongoing responsibility for:

Systemwide Budgeting (Enterprise):

         Lead Budget Planning Processes: The executive budget director should guide different departments by leading budget planning processes through excellent communication and organizational skills. They should cultivate relationships with departmental heads to identify common goals and concerns.

         Develop and Implement Budget Strategies: The executive budget director is responsible for developing and implementing budget strategies in line with the organization's overall goals and objectives. They should evaluate the financial implications of decisions made by various departments and develop budgets.

         Develop Policies and Best Practices: The executive budget director is accountable for developing and implementing policies and strategies that result in efficient use of organization funds. They should create best practices that promote budgetary transparency and financial responsibility.

         Communicate Budget Strategies and Plans: The executive budget director should communicate budget strategies and plans effectively to stakeholders, including the organization board members, employees, and investors.

         Coordinate with Other Departments: The executive budget director coordinates with other departments to ensure that budgeting plans and strategies are reflected across the organization.

         Candidate will work with entity financial leaders and in coordination with enterprise radiology finance leader to ensure overall alignment with the vision and strategy of enterprise radiology.

 Executive Financial Account Management (Enterprise):

         Financial Chief of Staff - The financial right hand to the top-tier Radiology executives, including the enterprise chief, the vice president, the deputies, as well as the finance chiefs. The penultimate leadership support, with constant points of financial contact, helps the leadership team by advancing agendas, easing communications, uniting people across MGB, and keeping Radiology moving forward.

         Building Strong Customer Relationships: A key task is building strong relationships with financial stakeholders at all hospitals, professional organizations, and entities. This involves understanding their business needs, goals, and challenges, and providing solutions that help them achieve success. It also requires maintaining regular communication and serving as a trusted advisor to the stakeholder.

         Developing Financial Account Plans: Another critical responsibility is developing account plans that align with the stakeholder's strategic objectives. This is within the financial and revenue cycle sphere, and includes identifying opportunities for growth and expansion, defining objectives and outcomes, and developing a roadmap for achieving those outcomes.

         Collaborating with Internal Financial Teams: requires collaborating with internal teams, including hospital financial management, professional financial management, revenue cycle, capital assets, strategy & systems, etc. to ensure that the stakeholder's needs are met. This involves coordinating efforts, managing resources, and ensuring that radiology finance is aligned around the enterprise stakeholder's goals. Additionally, the job may involve managing contracts and negotiating terms.

         Leadership and Personnel Management: This tier is responsible for managing the Radiology financial team, providing mentorship, training, and support to ensure that the team is highly skilled, motivated, and productive, to ensure that the team is aligned with the Radiology and hospital mission, vision, and values, and they foster a positive and inclusive work environment.

         Works closely with Radiology colleagues across the system on joint planning, cost savings and other collaborative projects. Facilitate and manage the requests made by various stakeholders for information, accommodation, or support.

 Financial Management (Entity):

         Responsible for overall financial and accounting aspects of the department. Direct and coordinates all fiscal operations for the department, including determining financial objectives, designing & implementing systems, formulating policies & procedures to facilitate internal financial and process controls.

         Manage financial commitments made to leaders and faculty within the portfolio, ensuring tracking accuracy, regular    reporting, and fulfillment of all commitments.

         Provide leadership and guiding portfolio capital envelope and financial statement review.

         Manage and support departmental variable compensation programs including ongoing monitoring of results, budget        implications, recommendations about the programs, analyze compensation/benefit structures, and recommend changes to the Department Leadership. Design and implement policies to govern physicians' compensation plans.

         Continually and openly communicate on any and all matters related to the Chair's fiduciary responsibilities. Provide     financial leadership and counsel for the portfolio.

         Participates in high-level discussions with departmental leadership on financial decisions.

         Ensure that the highest standards of integrity, ethics, control, and confidentiality are maintained across all financial and accounting matters under the Chair and Deputy Chair.

 Business Planning (Entity): 

         Standardize approaches to analysis, business planning, and ROI valuations across the Department portfolio, and develop rigorous processes for testing assumptions, estimating impacts, and enumerating investment requirements.

         As appropriate, responsible for successful execution of initial relationships and agreements, operational transitions and handoffs to appropriate clinical and administrative leaders and monitoring of ongoing relationship management.

         Analyzing current performance, prioritizing growth opportunities, preparing business model, conducting variance analysis, and implementing corrective actions.

 Strategic Leadership Support (Entity):

         Provide leadership and counsel for the Executive Director and his/her leadership team; lead the capture, analysis, interpretation, and utilization of financial and operational data used in decision-making that meets the needs of the    Department.

         Work closely with the leadership on the development of operating, financial, and administrative program policies.

         Devise strategies for effective use of clinical, financial, and operational benchmarking data for analytic, goal setting, and improvement activities.

         Proactively assess and make recommendations for opportunistic development or risk hedging in any of the Chair's    functional areas.

         Keep current regarding trends and developments in the health care field, particularly when they pertain to strategic     planning, analytic and decision support tools, financial trends, evolving technologies and programs.

         Develop subject matter briefs, relationship proposals and other materials requiring the use of business intelligence and proprietary information. 

All future enterprise harmonization and department consolidation efforts (Enterprise): 

         Represents Enterprise Radiology Finance, both within and outside the system, participating in meetings, serving on committees or task forces, etc. as required.

         Work to advance the collaboration between MGB Finance and MGB Physician Operations

         Perform all other duties as assigned.

         Strong understanding of fundamental management skills (finance, operations, data analysis, compliance, change management and value delivery) required to effectively lead programs and strategic initiatives within a complex healthcare system

• Knowledge of the MGB system and its institutions is preferred
• Will need to demonstrate MGB Leadership Competencies for both Performance Focused Leadership and People-Focused Leadership
• Performance Focused:
• Customer/Patient Focus: Building strong customer/patient relationships and delivering customer/patient centric solutions
• Manage Complexity: Make sense of complex, high quality, and sometimes contradictory information to effectively solve problems
• Cultivate Innovation: Create new and better ways for the organization to be successful
• Ensure Accountability: Holding self and others accountable to meet commitments
• Learning Agility: Actively learn through experimentation when tackling new problems, using both successes and failures as a learning folder
• People Focused:
• Drive Equity and Inclusion: Recognizes the value that different perspectives and cultures bring to an organization
• Build Effective Teams: Build cohesive teams that apply their diverse skills and perspective to achieve common goals
• Collaborate: Build partnerships and work collaboratively with others to meet shared objectives
• Communicate Effectively: Develop and deliver multi-mode communications that convey a clear understanding of the unique needs of different audiences
• Instill Trust: Gain the confidence and trust of others through honesty, integrity, and authenticity
• Exceptional leadership skills to be able to bring diverse groups of individuals together around a common set of goals and to create and implement action plans
• Strong business and financial management skills to oversee large, complex, and diverse role groups in multiple operating environments
• Organizational skills to be able to manage a wide variety of competing projects, prioritize tasks effectively, and meet tight deadlines
• Strong communication skills to be able to effectively communicate with a wide audience, including senior system and hospital administrators, physician leadership, technician staff, and other personnel across different institutions
• Solid analytical skills to be able to identify a problem or issue, synthesize the key elements for an action plan or recommendation, and present the information in a succinct and effective manner.
• Exceptional interpersonal skills to be able to work with staff at all levels on issues that may be complex, sensitive, and confidential.
• Strong financial management skills to manage a wide variety of competing projects, prioritize tasks effectively and ability to adapt to emerging MGB processes.