Operations Executive

Purpose

Ensure the financial health of both practices by monitoring key financial indicators, building and maintaining projections, identifying risks early, and maintaining disciplined performance oversight.

Success Metrics

● Practice-level profitability (EBITDA or margin) vs. projection, by practice

● Monthly revenue actual vs. projected, by practice

● Rolling 90-day financial forecast accuracy (variance %)

● AR aging / collections performance

● Cost per newly acquired patient, tracked against growth spend

Measurement & Review Cadence

Monthly financial review with Dr. Reeves; ad hoc escalation on material variances.

Key Actions

● Maintain rolling financial projections for both practices

● Review all financial KPIs and draw key insights (wins/misses and other results of note) before monthly meeting with Dr. Reeves

● Flag financial risks proactively rather than at month-end

Core Responsibility #2: Growth Strategy & Marketing Direction (SVS & Spot for Smiles)

Purpose

Drive sustainable growth across both practices by setting and directing marketing and referral strategy, with direct authority over the Marketing Specialist's execution.

Success Metrics

● Combined referral + new patient growth rate vs. target, by practice

● Growth initiative execution rate (initiatives completed on schedule)

● Return on growth/marketing spend

Measurement & Review Cadence

Monthly growth review with Dr. Reeves.

Key Actions

● Set growth targets and marketing direction for both practices

● Directly manage the Marketing Specialist's execution against those targets

● Review growth KPIs and adjust strategy monthly

Core Responsibility #3: Practice Leadership

Purpose

Manage the Practice Manager (Spot for Smiles) and the SVS Manager as direct reports, holding both accountable to their respective Staffing, Employee Experience, and Patient Experience KPIs, without personally executing day-to-day operations at either practice.

Success Metrics

● Both practice managers' KPI scorecards meet or exceed monthly targets

● On-time delivery of weekly KPI reporting from both managers

Measurement & Review Cadence

Weekly 1-on-1s with each practice manager; monthly consolidated review with Dr. Reeves.

Key Actions

● Hold weekly 1-on-1s with the Practice Manager (Spot) and the SVS Manager

● Review both practices' Staffing, Employee Experience, and Patient Experience KPIs monthly

● Escalate to Dr. Reeves only issues that exceed this role's authority (define thresholds)

Core Responsibility #4: Physician Leadership & Recruiting

Purpose

Lead, support, and recruit the physicians across both practices — holding current physicians accountable to agreed clinical and productivity performance expectations, providing the coaching, resources, and obstacle removal they need to succeed, and building a pipeline of qualified physician candidates to support growth and continuity — without directing clinical judgment, which remains with Dr. Reeves.

Success Metrics

● Each physician's performance vs. agreed clinical and productivity targets, by practice

● Physician engagement and retention (regular 1-on-1s held; unwanted turnover kept low)

● [Tentative] Time-to-fill for open physician roles (days from opening to signed offer)

● [Tentative] Qualified physician candidates in the pipeline (bench depth ahead of need)

Measurement & Review Cadence

Regular 1-on-1s with each physician (cadence set with Dr. Reeves); monthly consolidated review with Dr. Reeves.

Key Actions

● Hold regular 1-on-1s with each physician to review performance, provide support, and remove obstacles

● Set and track physician performance expectations across clinical quality and productivity, reviewed monthly

● Source physician candidates and maintain a qualified pipeline; coordinate clinical evaluation and final selection with Dr. Reeves

● Escalate to Dr. Reeves only issues that exceed this role's authority; clinical judgment and clinical standards remain with Dr. Reeves

Core Responsibility #5: Advisory Partnership with Dr. Reeves

Purpose

Keep Dr. Reeves informed and able to provide advisory input without requiring active involvement in day-to-day leadership.

Success Metrics

● Monthly meeting held on schedule with a complete, decision-ready summary

Measurement & Review Cadence

Monthly, by design a single meeting — not a working session.

Key Actions

● Prepare a concise monthly summary covering financials, growth, and practice-level KPIs for both businesses

● Bring specific decisions or advice needed from Dr. Reeves, rather than open-ended updates