Senior Vice President, Operations and Finance

The Senior Vice President, Operations and Finance, reports directly to the CEO and Medical Director providing enterprise-wide operational, financial and strategic oversight of the APA, which has an approximately $55M budget, employs roughly 200 employees, and a membership of more than 38K physicians in 100 countries.  This executive must possess and model strong interpersonal and exceptional leadership skills with the ability to approach the business from a growth point of view. They will have oversight for a variety of operational departments including, Communications, Facilities Management, Finance, Human Resource, Information Technology, Marketing and Membership as well as APA’s Meetings and Conventions. This individual will work throughout the organization to develop and implement strategies that improve members services, build brand recognition, create member value, encourage best practices, propel change management, improve operational effectiveness, ensure fiscal responsibility, encourage innovation, and drive revenue generation.  The individual in this role will lead planning and development in the operational areas of the Association. Additionally, they will create and execute upon strategies to obtain short and long term financial and mission critical goals and ensure the Association has the effective operational policies and procedures.

DUTIES & RESPONSIBILITIES

• Executive Leadership
  • Collaborate with executive leaders to set and drive the organizational vision and strategy.
  • Translate strategy into actionable steps for growth, implementing organization-wide goal setting, performance management and annual operational planning.
  • Oversee Association operations, modeling and supporting a collaborative OneAPA culture that ensures employee productivity, fiscal responsibility, and achievement of organizational goals.
  • Build and maintain trusting relationships with key members, clients, partners and stakeholders.
  • Strong presentation emotional intelligence and communication skills, with the ability to inspire teams, build trust, and lead with honesty and empathy.
• Operations, Strategic Development and Coordination
  • Analyze internal operations and identify areas for process enhancements.
  • Ensure operational efficiencies and effective organization structure to accomplish results.
  • Responsible for forming cross-functional teams to implement organizational initiatives of the Board of Trustees and the CEO & Medical Director to achieve results.
  • Develop programs and resources that meet the evolving needs of APA’s membership constituencies, especially those who are in training or early career.
  • Periodically review and evaluate programs throughout the organization to make recommendations regarding their maintenance, improvement, or discontinuation. 
  • Influence and facilitate the analytical work performed by staff assigned to units throughout the organization to coordinate efforts and ensure the information is broadly disseminated to inform decision making, stimulate new ideas, eliminate duplication, and better utilize staff capacity. 
  • Collaborate across all units to gather intelligence, identify what is working and what is not, and design better ways to deploy resources and stimulate collaboration across the organization.
  • Promote an organizational culture that is sensitive and responsive to the needs, interests, and values of the entire Association. 
  • Signing authority for the organization with the CEO. 
• Departments and Fiscal Responsibility
  • Provide executive leadership of the Communications, Facilities Management, Finance, Human Resource, Information Technology, Marketing and Membership, and Meetings and Conventions departments.
  • Responsible for establishing policies and procedures to manage the daily operations of support activities in the departments of responsibility and across the organization.
  • Responsible for ensuring revenue generation and budget management for operations and finance divisions as well as oversight for a total team of approximately 75 staff members, in addition to cross-functional teams. 
  • Collaborates with Executive Director of the APA Foundation to ensure appropriate oversite, fiscal accountability and direction for APA’s 501(c)3 organization.
  • Partners with APA’s VP, IT to maintain and enhance IT infrastructure, operations, and applications to support day-to-day APA functions and various long-term, organizational goals.
  • Partners with APA’s AVP, Marketing and Membership leader to develop appropriate APA strategies, messages, and delivery channels to engage current members and to grow the Association membership.
  • Develop and evaluate marketing strategies; strengthen and manage APA’s brand; and ensure good data governance policies and procedures across departments. 
  • Partners with APA Communication team to ensure external communication channels and vehicles are united and engaging for APA membership.
  • Partners with Human Resources team to ensure a strong organizational culture, compensation philosophy and total compensation, consistent goal setting and performance assessments, as well as staff development and effective staff recruitment.
  • Partners with Facilities management to ensure oversight for the headquarters location facilities, mail, and subtenants.
  • Partners with Meetings and Conventions team to ensure effective process and pricing for all APA conferences and meetings.
• Financial Oversite for APA and APAF
  • Provide strategic counsel to CEO, in partnership with the Vice President of Finance regarding the financial stabilization, planning, and health of the association and foundation.  
  • Ensure appropriate financial compliance, internal controls and reporting.
  • Partner with the Vice President Finance to direct and coordinate Association’s financial affairs according to financial principles and government regulations, oversee investments and cash management strategies and fee agreements.
  • Approves and signs documents effecting business transactions.
  • Oversees the Association’s overall regulatory compliance activities.
• Other duties as assigned

COMPETENCIES

The Senior Vice President, Operations and Finance performance on these duties and responsibilities will be measured using the following competencies:

LEADERSHIP

• Integrity – Models behaviors and attitudes that support a OneAPA culture for staff. They interact in honest and authentic ways that are rooted in supporting what is best for APA as a whole. They set appropriate expectations and have difficult, encouraging, and motivating conversations to support these actions and drive the APA mission forward.
• Emotional Intelligence and Self-Awareness – They recognize their own strengths, areas of growth, effect on others, and how to effectively self-regulate behaviors. They effectively navigate challenging conversations with care and non-judgmental, clear conversation.
• Interpersonal Skills and Relationship Building – They build meaningful relationships through trust, mutual respect, empathy, and effective communication. They foster collaboration and creativity, solicit and value diverse perspectives, and leverage their inclusive mindset in decision making.
• Leverage Critical Thinking – They think critically and weigh all options and impacts to the organization, divisions, and staff. They collaborate across teams to identify and overcome obstacles to keep processes moving and reevaluate and/or course correct as needed.
• Decision Making and Resilience– Strategic decisions are made based on research, data, and considerations for the impact on the association. Appropriate information is obtained, risks are assessed, and swift action is taken. Results are assessed and adjustments are made as needed. They demonstrate resilience when facing challenges and setbacks, bounce back and maintain a positive attitude.

SCOPE & IMPACT

• This individual oversees the financials for APA and APAF as a whole, as well as the operational departments for the association.
• Responsible of the organization by creating and supporting the mission and vision of APA.
• Possesses the highest level of knowledge of APA, its policies, its processes, and its work standards.
• Is considered an expert in operations and finance maintains knowledge of specialty and stays abreast of developments in operations and finance.
• Takes calculated risks to create and innovate in order to achieve organizational outcomes.
• Accountable for the impact of the diversity, equity, and inclusion initiatives across the organization.
• Success is frequently measured by metrics associated with the outcomes of organizational strategic initiatives and demonstrating mastery of highly complex and nuanced organizational work environment behaviors.

COMPLEXITY, PROBLEM SOLVING & DECISION-MAKING

• Under supervision of and with guidance of the CEO, work is performed with the widest latitude within overall organizational policies in making decisions.
• Decisions and actions directly guide and impact the achievement of the organization’s goals.
• Has full responsibility for budget management, staffing plans, and resource allocation for the organization or business unit.
• Decisions are guided by functional strategies and priorities while demonstrating strong ethics and integrity.
• Plays a visible leadership role for the organization with external coalitions and audiences in their areas of expertise.

RELATIONSHIP MANAGEMENT & AUTHORITY

• Relationships span all levels internally and externally and center on advancing the organization’s goals and values while influencing internal and external stakeholders.
• Utilizes diplomacy, innovation, and creativity when resolving complex matters that impact achievement of organizational goals and objectives.
• Collaborates frequently with APA Leadership including the Board and Assembly, focusing on advancing strategic initiatives, solving complex problems, or providing insight into pertinent issues.
• Collaborates with outside organizations, consultants, vendors, and other organizational partners in a manner that demonstrates expert knowledge of the organization as a whole.

ORGANIZATIONAL KNOWLEDGE

• Demonstrates a broad knowledge of entire organization and external factors of importance to business strategy and uses knowledge to develop, formulate, and execute business strategy.

SUPERVISION

• Directly manages 8-10 individuals across 8 departments.