Division Director of Patient Intake
ENVITA DIVISION
Division Director of Patient Intake
Performance-Based Hiring Profile
$150-$185 K
Build a scalable, patient-first intake and nurture system that creates trust, clarity, accurate care-path assignment, and a seamless next step for every qualified patient.
First-tier telephone team ownership; care-path assignment across Envita Medical Center, Envita Interventional Radiology, and Envita Insights.
Role Facts
Field | Definition |
Location | Scottsdale, Arizona | Full-Time | On-Site |
Reports to | Senior Director of Enterprise Growth and Sales |
Division scope | Envita Medical Center, Envita Interventional Radiology, and Envita Insights (Tele-Oncology) — first-tier telephone team across all three companies |
Direct reports | Future positions - Intake Manager; Team Leads; Care Path Coaching Lead; Nurture Campaign Lead; Intake CRM Coordinator |
Frontline teams | Patient Care Educators; Lead Nurture Specialists; Intake CRM Coordinators |
Primary lens | First contact, discovery, care-path assignment, lead qualification, nurture progression, CRM completeness at intake |
Experience gate | Significant telephone sales leadership experience required — has personally built or run a measurable outbound and inbound telephone team |
Strategic Role Definition
The Envita Division needs one accountable leader for the first patient contact across all three companies. Every inquiry — regardless of source, channel, or intended care path — lands in this team first. What happens in that first conversation determines whether Envita earns the right to help the patient, whether the correct care path is identified, and whether the patient advances into Patient Conversion – tier2, with the trust and context required to close. This role owns the discipline, dialogue, and management system that make first-tier intake a reliable predictor of enrollment.
The role is a sales-organized director, not just a call-center supervisor. It builds a real management system, coaches educators to run the Envita Care Path Conversation Framework consistently, and deploys the technology and automation that let a growing team maintain quality at scale.
Mission
Mission Build and lead a disciplined, measurable, educator-led first-tier telephone team that receives every Envita inquiry with warmth and structure, discovers each patient's situation and goals accurately, assigns the correct care path — Tele-Oncology, ACCEL, or Full Care — with integrity, and hands off cleanly to Patient Conversion with the context required for downstream conversion. |
Why This Role Exists
- Lead position and department sales and operational upgrades and design improvements by leveraging technology, automation, AI, and other such tools for enhanced sales intake, communication, training, operations and lead nurturing.
- First-contact quality is the single largest determinant of downstream conversion and patient trust — it cannot be left to chance or personality.
- Care-path assignment is a consequential judgment that must be consistent, accurate, and clinically appropriate across every educator on every shift.
- Speed-to-lead, contact rate, and qualified progression are core enterprise metrics that require disciplined management, not aspirational targets.
- Patient Care Educators need coaching cadence, call audits, certification, and a written playbook — not just phones and enthusiasm.
- The Care Path Conversation Framework must be operationalized across every educator on every shift, and its execution must be measurable.
- Nurture cadences, lost-lead reactivation, and CRM completeness are functions that only produce revenue when they are managed as a system.
Exceptional Success After the First Year
After twelve months, Envita has one accountable first-tier telephone team with clear standards, measurable performance, and a real management system. Speed-to-lead, contact rate, and qualified progression are trended monthly and improve against baseline. Care-path assignment is audited against the Conversation Framework with a documented rubric, and assignment appropriateness is measured through downstream reassignment rate and clinical concurrence. Handoff to Patient Conversion meets a defined data-completeness Service Level Agreement. Every educator has a coaching plan, a certification path, and a scorecard. Automation and AI have been deployed to enhance the educator conversation, operational and design improvements.
Authority and Decision Rights
- Recommend intake-related operational, staffing, lead nurturing design upgrades and improvements - technology, automation, and AI investments to the Senior Director of Enterprise Growth and Sales.
- Establish first-tier intake standards, staffing pattern, shift coverage, and management cadence.
- Own the operational execution of the Envita Care Path Conversation Framework and require adherence.
- Audit calls, deliver corrective coaching, certify educators, and initiate performance-improvement plans in partnership with Admin/P&C - performance and coaching.
- Set speed-to-lead, contact-rate, qualified-progression, CRM-completeness, and call-quality targets for the intake team.
- Approve intake nurture cadences and lost-lead reactivation programs within brand, clinical, and compliance guardrails.
- Escalate care-path assignment disputes, clinical suitability concerns, and inappropriate patient claims to Clinical authority and Compliance.
Accountability
Authoritative accountability The Division Director of Patient Intake is accountable for the operational performance of the first-tier telephone team, the quality of care-path assignment, the reliability of the handoff to Patient Conversion, and the integrity of the intake conversation as measured by patient trust and downstream conversion. Clinical authority for suitability and clinical judgment is retained by clinical leadership; this role is accountable for the framework in which those decisions are surfaced and escalated. |
SMART Key Performance Objectives
KPO 1: Establish the First-Tier Intake Baseline
- Business purpose. Create a fact-based view of current intake performance across all three companies before making structural changes.
- SMART required outcome. Within the first 60 days, complete an intake diagnostic covering current staffing, shift coverage, source mix, speed-to-lead, contact rate, qualified progression, care-path assignment patterns, call quality, CRM completeness, handoff quality to Patient Conversion, nurture cadences, and lost-lead volume.
Evidence of success
- Every intake metric has a documented definition, data source, current baseline, and named owner.
- Intake staffing is mapped against inbound volume patterns and gaps are identified.
- Call-quality baseline is established with a rubric anchored to the Care Path Conversation Framework.
- The intake diagnostic is presented to the Senior Director of Enterprise Growth and Sales with prioritized recommendations.
- Required collaboration. Growth Analytics validates data sources; Operations provides current handoff realities; Admin/P&C provides workforce and training records.
- Boundary protection. The diagnostic identifies opportunities and gaps; it does not change the operating model. Changes require executive approval.
KPO 2: Operationalize the Care Path Conversation Framework
- Business purpose. Ensure every educator can execute the Framework consistently and that assignment appropriateness is measurable.
- SMART required outcome. Within 90 days, ensure the deployment of the Envita Care Path Conversation Framework as the intake standard, with an accompanying call-audit rubric, coaching cadence, certification requirement, and assignment-appropriateness measurement. Create and utilize a training certification all PCE’s must pass prior to independent phone work. Continue with constant, consistent, and reliable improvements and enhancement to this model.
Evidence of success
- 100% of educators are certified against the Framework before independent phone work.
- Weekly call audits are completed and coaching is documented in the LMS.
- Care-path assignment is scored on a rubric covering discovery, differentiation, recommendation, alignment, barriers, and close.
- Assignment appropriateness is measured monthly using downstream reassignment rate and clinical concurrence.
- Required collaboration. Admin/P&C governs training records and certification; Clinical authority validates assignment criteria; Marketing aligns talk-tracks to campaign claims.
- Boundary protection. Framework operationalization does not modify clinical suitability criteria — those changes require Clinical authority.
KPO 3: Install Speed-to-Lead, Contact-Rate, and Qualified-Progression Discipline
- Business purpose. Ensure inbound and outbound intake performance meets executive-approved service levels.
- SMART required outcome. Within 120 days, implement approved SLAs and SOPs for speed-to-lead, contact rate, and qualified progression, with real-time visibility, exception routing, and a documented corrective-action rule for missed SLAs or not adhering to SOPs. Identify any breakdowns in process or results, look for underlying reasons and execute creative solutions. Work with Senior Directors as necessary.
Evidence of success
- Speed-to-lead against the approved SLA is measured and trended weekly.
- No qualified lead exceeds the approved contact-attempt cadence without a named owner and documented exception.
- Contact-rate and qualified-progression trends are reported to the Senior Director of Enterprise Growth and Sales monthly with variance root cause.
- SLA misses trigger documented corrective action within the coaching cadence.
- Required collaboration. Marketing provides source-quality data; Growth Analytics maintains the reporting; Enterprise Projects supports CRM and telephony automation as required.
- Boundary protection. The role owns intake SLAs but does not set overall lead-source budget or channel strategy — that sits with Marketing.
KPO 4: Build/Upgrade/Enhance the Intake Management System
- Business purpose. Ensure Patient Care Educators receive real management, not just supervision.
- SMART required outcome. Within six months, implement a management system covering role charter, scorecard, coaching cadence, call audits, certification path, performance conversations, PIP threshold, and talent review for every intake educator.
Evidence of success
- Every educator has a written role expectation, scorecard, and coaching plan.
- Managers complete required call audits and coaching sessions on the documented cadence.
- Underperformance is addressed through the coaching-to-PIP pipeline consistently and on time.
- Talent-review outcomes identify high-potential educators and succession candidates for Intake Manager and Team Lead roles.
- Required collaboration. Admin/P&C governs the performance-management framework and compensation policy; the Manager of Leadership Training and Performance (under the Director of Human Resources) supports educator curriculum.
- Boundary protection. The role owns coaching outcomes and daily management; it does not change compensation architecture or employment policy without Admin/P&C consult.
KPO 5: Establish the Growth-to-Growth Handoff to Patient Conversion
- Business purpose. Ensure Patient Conversion receives every qualified patient with the context and data required to convert.
- SMART required outcome. Within 90 days, implement a standardized intake-to-conversion handoff with required data fields, qualification criteria, care-path assignment rationale, patient goals and barriers, and a documented acceptance SLA from Patient Conversion.
Evidence of success
- At least 95% of handoffs meet required-data completeness within six months.
- Handoff acceptance rate by Patient Conversion is measured monthly.
- Missed handoffs are coded (data, timing, quality, appropriateness) and returned for root-cause and coaching.
- The handoff data set is jointly owned with the Division Director of Patient Conversion and revised on a governed cadence.
- Required collaboration. The Division Director of Patient Conversion is the accepting owner; Enterprise Projects supports CRM handoff automation; Growth Analytics validates data. Senior Directors of Enterprise Governance
- Boundary protection. The role is accountable for intake handoff quality; it is not accountable for downstream conversion outcome, which sits with Patient Conversion.
KPO 6: Deploy Automation and AI to Enhance the Educator Conversation
- Business purpose. Use technology to scale first-contact quality without replacing the educator's consultative posture.
- SMART required outcome. Within twelve months, evaluate and proposedeploy at least three approved automation or AI enhancements — such as call scoring, coaching AI, lead-scoring models, agent-assist, or CRM-driven cadences — with measured impact on call quality, speed-to-lead, or qualified progression.
Evidence of success
- Each deployment has a documented business case, approved investment, baseline, target outcome, and post-launch validation.
- Automation supports — never replaces — the educator's consultative conversation.
- Patient trust indicators and complaint volume are monitored to protect against automation harm.
- Adoption and impact are reported quarterly to the Senior Director of Enterprise Growth and Sales.
- Required collaboration. Enterprise Projects & Continuous Improvement leads technical deployment; Growth Analytics validates impact; Compliance approves any patient-facing automated messaging.
- Boundary protection. The role recommends and drives adoption; it does not own technology platforms or IT budget.
Core Responsibilities
- Lead the strategic advancement of the Lead Intake department by identifying, recommending, and implementing operational, staffing, communication, training, and lead-nurturing improvements—leveraging technology, automation, AI, and other innovative tools to strengthen intake performance, increase sales effectiveness, and drive scalable growth in partnership with the Senior Director of Enterprise Growth and Sales.
- Own end-to-end performance of the first-tier telephone team across EMC, EIR, and Envita Insights.
- Operationalize the Care Path Conversation Framework and audit its execution.
- Own speed-to-lead, contact-rate, qualified-progression, and CRM-completeness at the intake stage.
- Coach educators, run call audits, certify, and manage underperformance through the coaching-to-PIP pipeline.
- Design and manage the intake-to-conversion handoff jointly with the Division Director of Patient Conversion.
- Own nurture cadences and lost-lead reactivation programs.
- Evaluate and drive adoption of automation, AI, and CRM enhancements for the intake team.
- Provide real feedback to Marketing on source quality and campaign-to-conversation fit.
- Escalate clinical suitability, patient complaints, and inappropriate claims through the correct authority chain.
Role Boundaries
The role owns | The role coordinates with | The role does not own |
• First-tier telephone team — Patient Care Educators (PCE) • Care Path Conversation Framework execution • Care-path assignment quality and criteria enforcement (in coordination with Clinical) • Speed-to-lead SLA compliance • Contact-rate discipline • Qualified-progression rate • Educator coaching, call-quality auditing, certification • Nurture cadences and lost-lead reactivation • Intake CRM discipline (funnel definitions, stage progression at intake stage) • Handoff to Patient Conversion — data quality, SLA, acceptance criteria • Intake automation and AI adoption (intake motion) • Source-quality feedback loop to Marketing | • DD Patient Conversion on handoff design, joint measurement, and handoff-quality feedback • DD Physician Outreach & Clinical Review on educator dialogue about referring-physician relationships • DD Physician Ops & Care Delivery on care-path fit criteria that affect physician demand • GM of Envita Insights on care-path fit criteria for tele-onc assignment • Clinical authority on suitability criteria for care-path assignment • Marketing & Business Development on source quality, campaign inputs, nurture campaign design • Growth Analytics on funnel definitions and intake-stage measurement • Enterprise Projects on intake technology and automation • Compliance on educator dialogue and disclosure discipline • Admin/Budgets/People & Culture on educator training, coaching-to-PIP calibration | • Second-tier conversion, financial-quote review, or enrollment close (DD Patient Conversion) • Downstream conversion outcome or commercial forecast (DD Patient Conversion) • Delivery of any care path (Ops) • Physician-side conversion communication (DD Physician Ops & Care Delivery) • Active-care coordination or PCC team (DD Physician Ops & Care Delivery) • Consultation strategy design or clinical review (DD Physician Outreach & Clinical Review) • Referring-physician program or partnership development (DD Physician Outreach & Clinical Review) • Tele-oncology service delivery (GM of Envita Insights) • Clinical judgment or clinical recommendation (Clinical authority) • Compensation architecture or enterprise HR policy (Sr Director Admin, Budgets, P&C) • Technology platform ownership (Enterprise Projects) • Legal interpretation or contract signature authority |
Reporting Posture
Line | Owner |
Primary reporting | Senior Director of Enterprise Growth and Sales |
Matrix reporting | None |
Consultative | DD Patient Conversion (downstream handoff, joint measurement); DD Physician Outreach & Clinical Review (referring-physician-attributed inquiries, educator dialogue on referrals); DD Physician Ops & Care Delivery (care-path fit criteria affecting physician demand); GM of Envita Insights (care-path fit criteria for tele-onc assignment); Marketing & Business Development (source quality, nurture campaign design); Growth Analytics (funnel definitions, measurement); Enterprise Projects (intake automation, AI); Clinical authority (care-path suitability); Compliance (educator dialogue, disclosure); Admin/Budgets/People & Culture (educator training, coaching-to-PIP calibration) |
Clinical authority | Consulted on care-path eligibility criteria and clinical suitability escalation; clinical judgment retained by Clinical leadership. |
Coaching-to-PIP Pipeline
The role runs an evidence-based coaching and corrective-action pipeline for every direct report and every Patient Care Educator in scope. The pipeline is documented, calibrated with Admin/Budgets/People & Culture, and applied consistently.
• Coaching cadence. Weekly 1:1 with each direct report; documented coaching notes; skill-development plan per team member updated at least monthly.
• Evidence collection. Call recordings, CRM records, scorecards, quality audits, and quantitative outcome data assembled continuously — not first constructed at the point of a corrective conversation.
• Progressive corrective action. Verbal coaching → written coaching plan → written warning → Performance Improvement Plan (PIP) with clearly defined targets, timeline, weekly check-ins, and consequences. Each step is documented and calibrated with HR.
• PIP thresholds. Objective, measurable, and calibrated with peer Division Directors so a PIP threshold in this seat means the same thing as a PIP threshold in any other seat.
• PIP outcomes. Return to standing, extension with documented cause, or separation with documented cause. No indefinite PIPs. No coaching-to-nowhere.
• Calibration. Quarterly talent-review calibration with peer Division Directors and Admin/Budgets/People & Culture; annual talent review at the enterprise level.
Consult and Inform Protocols
The role adheres to enterprise consult-and-inform protocols. Consult means input is obtained before the decision is made and the response is documented. Inform means the final decision, rationale, timing, and downstream obligations are communicated before execution begins. Consultation does not create shared accountability or veto authority unless a readiness or technical-approval right is expressly granted.
• Change to the Care Path Conversation Framework or educator dialogue system. Consult DD Physician Outreach & Clinical Review (consultation-strategy consistency), Compliance (disclosure), Clinical authority (suitability language), DD Patient Conversion (downstream implications), and Marketing (brand voice). Inform every educator before deployment.
• Change to care-path assignment criteria or thresholds. Consult Clinical authority (suitability), DD Physician Ops & Care Delivery (physician demand), GM of Envita Insights (tele-onc-side operations), and DD Patient Conversion (downstream conversion implications). Inform educators and downstream teams.
• Change to intake-to-conversion handoff standards. Consult DD Patient Conversion (co-owner). Any change requires joint approval from both DDs. Inform both teams.
• Change to the nurture program or campaign design. Consult Marketing & Business Development (campaign infrastructure), Growth Analytics (measurement definitions), and Compliance (dialogue and disclosure). Inform educator team.
• Change to source-quality feedback methodology. Consult Marketing & Business Development and Growth Analytics. Inform team.
• Educator performance concern rising to formal corrective action. Consult Admin/Budgets/People & Culture (calibration) and Compliance (if disclosure or claims issues involved). Inform Sr Director of Enterprise Growth and Sales on defined thresholds.
First 90 Days
The first 90 days establish observation, relationships, baseline measurement, and the first material commitments. The role does not overhaul the operation in the first 90 days — it earns the standing to lead it.
Days 1–30 — Observe and baseline
• Meet every Patient Care Educator and observe live or recorded calls across a representative care-path mix (EMC, EIR, and Envita Insights).
• Meet every direct report and shadow the intake conversation, care-path assignment discussion, and handoff-to-conversion end-to-end.
• Meet Division Director peers (Patient Conversion, Physician Outreach & Clinical Review, Physician Ops & Care Delivery) and the GM of Envita Insights; document handoffs and coordination points.
• Meet Marketing & Business Development; understand campaign infrastructure and lead-source profile.
• Meet Growth Analytics; understand current intake measurement, funnel definitions, and stage discipline.
• Meet Clinical authority; align on care-path suitability governance and the criteria the intake team applies.
• Meet Compliance; align on educator dialogue standards and disclosure discipline.
Days 31–60 — Diagnose and design
• Complete the KPO 1 baseline diagnostic and present findings to the Sr Director of Enterprise Growth and Sales.
• Refine or rebuild the Care Path Conversation Framework — introduction, discovery, differentiation, care-path recommendation, alignment, handoff commitment.
• Design speed-to-lead, contact-rate, and qualified-progression discipline with quantitative targets.
• Design the intake-to-conversion handoff acceptance criteria — jointly with DD Patient Conversion — including data set, SLA, and quality feedback loop.
• Design the nurturing and lost-lead reactivation program.
• Scope intake automation and AI opportunities with Enterprise Projects.
• Establish coaching cadence with direct reports; calibrate coaching-to-PIP framework with Admin/Budgets/People & Culture.
Days 61–90 — Commit and execute
• Deploy the Care Path Conversation Framework with initial educator certification.
• Activate speed-to-lead, contact-rate, and qualified-progression discipline with published scorecards.
• Activate the intake-to-conversion handoff standards with joint DD Patient Conversion governance.
• Launch the nurturing and reactivation program.
• Launch or activate the intake automation roadmap (call scoring, coaching AI, lead scoring — whichever are prioritized).
• Present the 90-day executive readout with baselines established, deployments live, early indicators, and dependencies.
Core Competency Profile
This role shares a unified competency profile with three peer Division Director seats (Patient Conversion, Physician Outreach & Clinical Review, and Physician Operations & Care Delivery). Same type of hire in every seat; scope and emphasis differ by role.
Competency | What it means for this seat |
Sales organization & structure | Has built or run a structured, measurable sales operation across phone, video, and in-person channels. Fluent in funnel definition, stage discipline, SLAs, call-quality standards, forecast methodology, and pipeline hygiene. Can take a marketing campaign and translate it into telephone dialogue, PRC scripts, video-consult flow, physician talking points, and coordinator handoffs. |
Communication and dialogue engineering | Builds and coaches conversation frameworks — introduction, discovery, differentiation, recommendation, alignment, close. Trains talk tracks, objection handling, personality-type reading, and value-based selling. Fluent on camera. Coaches others to run financial-quote reviews without pressure and physician conversations that convert without misrepresenting clinical judgment. |
Persuasion with ethics | Uses persuasion in the service of the patient's best interest. Reads personality types and calibrates approach. Holds a strong and caring heart, solid ethics, clear values. Will not tolerate pressure tactics, false urgency, or clinical overreach; will not reward incentives that produce them. |
Management depth | Runs a real management system: coaching cadence, call audits, CRM discipline, pipeline reviews, talent reviews, documented corrective action, sales certification, and PIP execution. Does not confuse being a top individual producer with managing a team. |
Operations backbone | Understands workflow, capacity, handoffs, and service-level design. Partners with Operations without being defeated by operational complexity. Knows why a beautiful sales call fails when the handoff is broken. |
Technology and automation | Fluent CRM operator. Sees the sales stack as an accountability system, not just a reporting tool. Identifies automation and AI opportunities — call scoring, coaching AI, lead-scoring, agent-assist, CRM-driven cadences — and partners with technology to implement. |
Marketing strategy sense | Reads marketing outputs and translates them into telephone strategy, dialogue emphasis, and team-level focus. Provides real feedback to Marketing on what actually converts. |
Educator / value-based sales orientation | Comfortable running a consultative, educator-led model. Trains team to educate first and recommend second. Runs a decision-support conversation, not a pitch. |
Seat-Specific Differentiators
Every Division Director seat draws on the unified competency profile above. What follows are the emphases that distinguish this seat from its peers.
• First-contact discipline at scale. The candidate has personally built or run a first-contact / inbound qualification operation with measurable results — call-quality audits, coaching cadence, speed-to-lead discipline, contact-rate management, and CRM hygiene are second nature.
• Educator-led, no-pressure consultation. The candidate can coach a team to be an educator, not a salesperson, on the first call. Guides the patient to a fit — not a sale — and preserves trust for the downstream PRC conversation.
• Care-path assignment discipline. The candidate can operate a rigorous care-path assignment framework in coordination with Clinical, without overreaching on clinical judgment or under-committing on assignment quality.
• Handoff engineering. The candidate designs and enforces handoff quality with a downstream partner (Patient Conversion) as a joint operating discipline — outbound data set, SLA, acceptance criteria, and quality feedback loops.
• Nurture and reactivation instinct. The candidate builds nurture cadences and lost-lead reactivation as measured, disciplined programs — not one-off campaigns.
• Cross-divisional partnership without turf. The candidate co-designs the intake-to-conversion handoff with the DD Patient Conversion peer and measures joint outcomes without competing for downstream scope.
• Automation and AI fluency. The candidate identifies where AI and automation can enhance the educator conversation — call scoring, coaching AI, lead scoring, agent assist — and partners with Enterprise Projects to implement.
Targeted Candidate Profile
Prior roles that predict success
• VP or Director of Sales at a high-touch consultative healthcare service with a first-contact / inbound qualification motion.
• Director of Patient Access, Patient Navigation, or Care Coordination at a specialty medicine business with disciplined coaching and call-quality standards.
• Sales Development / Inside Sales Director at a program-based business (elective, high-cost, decision-heavy) with a strong educator-led conversation model.
• First-line sales-leadership at a consultative-service business with prior experience running care-path or program assignment and nurture programs.
Signals that raise conviction
• Has coached a first-contact team to measured improvement in contact rate, qualified progression, and speed-to-lead.
• Has built or run a care-path or eligibility-assignment framework in coordination with clinical or medical authority.
• Has designed a handoff protocol with a downstream sales team and been measured jointly on outcomes.
• Has led a nurture / reactivation program with measured lift in re-engagement.
• Has partnered with marketing on source-quality feedback and campaign optimization with measurable improvement.
Signals that raise concern
• Career has been in high-pressure inbound sales without demonstrated educator or consultation orientation.
• The candidate wants to absorb second-tier conversion scope; wants PRCs reporting to them — that model has been considered and rejected.
• Analytics fluency is thin; the candidate cannot describe a funnel definition or speed-to-lead measurement from a blank page.
• Signs of running a leaderboard culture that damages patient-trust or team morale.
• The candidate treats intake as a call-center supervision role rather than as a Division Director role.
Governance Precedence
This profile controls role-specific performance expectations for the Division Director of Patient Intake. Where any conflict arises with the Enterprise Governance packet or the Enterprise Leadership Strategy, the enterprise-level document prevails and this profile is updated to conform. The intake-to-conversion handoff acceptance criteria are co-owned with the Division Director of Patient Conversion and cannot be changed unilaterally.
Appendix — Accountability Matrix Extract
This appendix reproduces the entries from the Envita Enterprise Accountability Matrix (Full Cell Structure) that apply to this role. It is provided as a boundary-clarity reference; the profile above is the primary source of truth for scope and responsibilities.
Responsibility-to-Enterprise RACI
Peer DD column = Division Director of Patient Conversion
Owned Responsibility | Self | ED G&S | ED Ops | ED A&P | Peer DD | GM EI | Other |
First-tier telephone team performance | A/R | C | I | I | I | I | — |
Care Path Conversation Framework execution | A/R | C | C | C | I | I | Clinical C |
Care-path assignment quality (accuracy, appropriateness) | A/R | C | C | I | I | C | Clinical C |
Speed-to-lead SLA compliance | A/R | C | I | I | I | I | — |
Contact rate discipline | A/R | C | I | I | I | I | — |
Qualified progression rate | A/R | C | I | I | R | R | — |
Educator coaching, audits, certification | A/R | I | I | C | I | I | — |
Educator PIP execution | A/R | R | I | A | I | I | HR C |
Intake CRM completeness at intake stage | A/R | C | I | I | C | I | — |
Nurture cadence design and execution | A/R | C | I | I | I | I | Marketing C |
Lost-lead reactivation program | A/R | C | I | I | I | I | Marketing C |
Handoff to Patient Conversion (data, SLA, quality) | A/R | C | I | I | A/R | I | — |
Intake automation and AI adoption | A/R | C | C | I | I | I | Ent Projects R; Compliance C |
Source-quality feedback to Marketing | R | C | I | I | I | I | Marketing A |
Educator staffing plan | A/R | C | I | C | I | I | HR C |
Cross-Division Director Interactions
With | Interaction |
Patient Conversion | Joint owner of the intake→conversion handoff data set, SLA, and acceptance criteria. Patient Intake is A/R for outbound handoff quality; Patient Conversion is A/R for inbound acceptance and downstream conversion outcome. |
Physician Outreach & Clinical Review | Consult on educator dialogue that mentions referring-physician relationships. Inform on volume patterns that could trigger physician-outreach opportunities. |
Physician Operations & Care Delivery | Consult on care-path fit criteria as they relate to Envita physician bandwidth and clinical suitability. Inform on assignment patterns that affect physician demand. |
GM of Envita Insights | Consult on care-path fit criteria for tele-oncology assignment. Inform on tele-onc assignment volume trends that affect Envita Insights capacity. |
Shared Responsibilities (where this role contributes)
Shared domain | This role's contribution | Final owner |
Care path framework | Intake dialogue; assignment quality; upgrade motion | Growth for assignment; Ops for delivery outcome |
Annual planning | Demand and conversion inputs (first-tier funnel) | Executive Level |
Patient experience | Pre-enrollment trust; expectation setting | Ops for operating experience across every delivery arm |
Hiring & onboarding | Role capability requirements for educators | Admin/P&C for process; hiring leader for selection |
Training | Sales content, coaching, certification (educator side) | Functional leader for capability; Admin/P&C for governance |
Legend
A = Accountable · R = Responsible · C = Consulted · I = Informed
ED G&S = Sr Director of Enterprise Growth & Sales
ED Ops = Sr Director of Enterprise Operations
ED A&P = Sr Director of Enterprise Administration, Budgets, and People & Culture
Peer DD = Division Director of Patient Conversion · GM EI = General Manager of Envita Insights