MMC Executive Director

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Day - 08 Hour (United States of America)

This is a Stanford Medicine Partners job.

A Brief Overview
Stanford Medicine Partners (SMP) seeks a high-impact, enterprise-oriented Executive Director to lead Menlo Medical Clinic (MMC). Reporting to the Chief Operating Officer, this role has end-to-end accountability for MMC's strategic direction, operating performance, financial stewardship, growth, patient experience, quality outcomes, and workforce engagement across a multi-site ambulatory platform.

Locations
Stanford Medicine Partners

What you will do

• Enterprise Leadership & Strategy
• Serve as the senior operating executive for MMC, providing leadership across two sites, ~60 clinicians, and 100+ staff to deliver safe, high-quality, patient-centered care.
• Co-develop and help execute the SMP strategic project plan with physician leaders, translating enterprise priorities into measurable annual operating goals.
• Align MMC strategy, performance, and investment decisions with Stanford Medicine enterprise objectives, market strategy, and brand standards.
• Represent MMC in enterprise governance forums; communicate performance, risks, and decisions with clarity and executive-level rigor.
• Champion innovation in ambulatory care delivery, including new operating models, service redesign, and scalable best practices.
• Own access, capacity, and throughput strategy; remove barriers to timely care through demand/capacity management and operational excellence.
• Lead growth strategy aligned to enterprise market priorities, including provider capacity, service line expansion, and community presence.
• Deliver against agreed performance targets (e.g., access, quality, productivity), including external benchmarks such as Vizient where applicable.
• Set and achieve patient experience goals; implement disciplined improvement plans that sustain a premier, consistent experience across sites and modalities.
• Lead workforce engagement strategy; improve engagement outcomes and build a culture of accountability, belonging, and continuous improvement.
• Digital Health & Innovation
• Advance a digital health strategy that expands access and improves clinical outcomes, including telehealth, remote monitoring, and digital self-service pathways.
• Optimize Epic-enabled workflows and digital front-door capabilities (scheduling, messaging, eCheck-in, decision support) to reduce friction for patients and care teams.
• Scale and operationalize innovative care models in partnership with clinical leaders, IT, and enterprise digital teams.
• Lead change management for new technology adoption, ensuring governance, training, compliance, and measurable value realization.
• Operational & Financial Performance
• Own MMC’s operating plan and P&L performance, including budgeting, forecasting, variance management, and resource stewardship.
• Deliver balanced performance across access, quality, productivity, and financial sustainability using transparent dashboards and operational reviews.
• Lead continuous improvement and standardization (Action) to improve reliability, reduce waste, and enhance team effectiveness.
• Optimize capacity, staffing models, and non-labor spend; ensure appropriate controls and accountability for operational and financial decisions.
• Lead MMC performance in population health (accountable care), including participation in the Medicare Shared Savings Program (MSSP), with disciplined execution against quality, utilization, and total cost of care targets.
• Partner with enterprise teams (quality, care management, analytics, revenue cycle) to drive chronic disease performance, preventive care, and gap closure for attributed populations.
• Strengthen care coordination across the continuum (primary care, specialty, diagnostics, ancillary services) to improve outcomes and patient experience.
• Reduce avoidable utilization through evidence-based workflows, appropriate site-of-care management, and reliable transitions of care.
• Physician Partnership & Clinical Excellence
• Build and sustain trusted partnerships with physician leaders and providers; establish shared accountability for outcomes, experience, and performance.
• Advance clinical quality, safety, and evidence-based practice in collaboration with enterprise quality and clinical governance functions.
• Integrate clinical and operational priorities to enable clinicians to practice at the top of license and reduce administrative burden.
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