Director, Project Management

Description

 Fenway Health is entering a new phase - building a Strategy Office to ensure that growth is not just well planned, but successfully delivered. In a healthcare environment shaped by shifting funding streams, evolving reimbursement, and increasing policy pressure on the communities Fenway serves, making the right strategic choices is only part of the challenge. The real test is execution. Fenway is committed to not just deciding where to grow, but delivering on those decisions - reliably, efficiently, and without compromising the care it already provides. 

The  Director, Project Management sits at the center of that commitment. Reporting to the Chief Strategy Officer, this role is responsible for turning growth decisions into reality—launching new service lines, integrating partnerships, and ensuring each initiative is executed on time, on budget, and in alignment with Fenway’s mission. Working across clinical, operational, financial, and administrative teams, the Director identifies risks before they materialize and builds the coordination required to bring complex initiatives across the finish line. 

This is a rare opportunity to build an execution function from the ground up. As part of a new, CEO- and Board-sponsored team, the Director will create Fenway’s readiness and integration approach—developing the tools, processes, and discipline needed to deliver consistently at scale. Starting as a hands-on individual contributor, this role is designed to grow into leadership, with a clear path to building and leading a team as the portfolio expands. It’s an ideal role for someone who wants to own outcomes—not just plans—and to build something lasting in service of expanding access to care. 

Authority and Decision Rights

This role has no direct reports and no independent budget, and it is accountable for work performed by people who do not report to it. Fenway’s position is that the authority to do that is supplied by the institution rather than improvised by the person in the seat. It is stated here so that it is not renegotiated at every launch. 

• Decides directly: the launch plan, the integration plan, the sequencing, the risk and decision logs, and the readiness criteria themselves. These are not negotiated department by department. 
• Recommends: readiness certification for handing a venture to Operations, and the recovery plan whenever a milestone slips. 
• Escalates: any milestone slipped without an agreed recovery plan, any unresolved cross-functional conflict, and any resource the approved plan requires and does not have — to the Chief Strategy Officer, and from there to the Executive Committee, which is the forum of record for portfolio decisions. 
• Convenes: cross-functional project and integration teams under a written charter issued by the Chief Strategy Officer with the Chief Executive Officer’s endorsement. Participation by functional leaders in a chartered project team is an expectation of those leaders, not a favor to this role. 
• Readiness tiebreak: this role recommends, the Chief Operating Officer holds the acceptance criteria, and the Chief Strategy Officer decides. Fenway will not leave a venture stranded between two executives who both have reasons to wait. 
• Portfolio ceiling: while this is a single-person function, no more than three ventures are carried in active launch or integration at one time. Beyond three, the portfolio is sequenced, capacity is added, or the Chief Strategy Officer decides what does not proceed. The ceiling is a design decision rather than a preference, and holding it is the Chief Strategy Officer’s job, not this Director’s. 

New Service Line Launches

• Leads launch planning for new service lines across clinical readiness, staffing, billing, space, marketing, and patient access. 
• Keeps launch plans and go/no-go checklists current. 
• Makes sure every launch plan includes HRSA, FQHC, licensure, and other regulatory requirements, confirmed with Compliance. No venture goes live without documented sign-off from Compliance. 
• Works in partnership with the Director of Business Development on the hard parts of each project, so that each launch has the best chance of success. The seam between the two roles is deliberate and fixed: the Director of Business Development owns the business case, the go/no-go criteria, and the baselines a venture will be judged against; this role owns delivery against those baselines, readiness certification, and the handoff to Operations. Where the two disagree about whether a venture is performing to case, the Chief Strategy Officer decides. 

Portfolio Reporting and Results Tracking

• Keeps one