Vice President Human Resources

A Hueman partner is seeking a senior people and talent executive to build and lead a scalable workforce strategy that supports the company’s next phase of growth. This is a critical executive role responsible for ensuring the organization can recruit, deploy, develop, and retain both clinical providers and the broader workforce required to operate a high-performing, multi-site platform.

This is a hands-on builder role, not a traditional HR oversight seat. The right leader is a true operator who has personally redesigned compensation, benefits, recruiting engines, and culture programs in private equity-backed environments and who can translate people strategy into measurable enterprise value. The role partners directly with the Executive team, Board, and PE sponsors, and carries clear accountability for provider capacity, workforce productivity, retention, culture, and employment risk.

Key Responsibilities

Provider Talent Strategy & Execution (Core Priority)

• Build and lead a scalable recruiting engine for providers.
• Modernize the talent stack — ATS, onboarding, HRIS, and sourcing infrastructure — to materially reduce open requisitions, time-to-fill, and improve offer acceptance rates.
• Develop sourcing strategies and pipelines to support organic growth, geographic expansion, and M&A integration.
• Align recruiting output with operational demand (provider days, utilization, and capacity planning).

Workforce Strategy (Clinical Support & Non-Provider Roles)

• Own talent strategy for assistants, front office staff, and operational support roles across all locations.
• Design staffing models that support provider productivity, patient throughput, and cost discipline.
• Partner with Operations to align workforce structure with practice-level performance and scalability.

Executive Communication & Board Reporting

• Operate as a true executive partner and as a trusted advisor to the Board and PE sponsors.
• Translate talent and workforce strategy into clear, board-level communication, linking workforce performance to growth and enterprise value.
• Provide concise, high-impact updates that focus on key drivers, risks, and forward-looking initiatives.

Employment Risk & Compliance Leadership

• Own employment-related risk management across the organization, with strong working knowledge of multi-state labor law and the ability to operate effectively in California’s regulatory environment.
• Proactively identify, escalate, and manage employment risks including wage & hour exposure, claims, and litigation.
• Partner with internal and external counsel on pre-litigation matters and policy design.

Geographic Expansion and M&A Integration

• Stand up recruiting and people infrastructure in new markets and develop localized sourcing strategies.
• Lead people-side integration of acquisitions — harmonizing compensation, benefits, policies, systems, and culture across newly acquired practices.
• Build relationships with schools, residency programs, and local networks to create sustainable pipelines across both provider and non-provider roles.

Retention, Culture & Workforce Stability

• Drive measurable improvements in turnover, tenure, and engagement — with personal accountability for the metrics, not just the strategy.
• Build a scalable culture and engagement approach that supports rapid growth while reinforcing accountability and performance standards.
• Design and execute succession planning, talent reviews, and 9-box frameworks to elevate retention of top performers.
• Ensure consistency in employee experience across all roles, locations, and acquired practices.

Total Rewards & Provider Compensation

• Lead the redesign of provider compensation, benefits, and PTO to strengthen the employee value proposition and support competitive hiring.
• Ensure total rewards programs are market-competitive, financially disciplined, and aligned to growth objectives.

Operational Integration & Data Discipline

• Partner cross-functionally with Operations, Finance, and Clinical leadership to ensure talent supply supports production and growth targets.
• Build HR dashboards and reporting (e.g., Power BI or equivalent) so leaders can track KPIs and act on data-driven insights.
• Implement data-driven tracking of recruiting performance, workforce productivity, and capacity alignment.

Customer Experience & Service Strategy

• Partner cross-functionally to design and implement a best-in-class patient and customer service strategy, recognizing the direct link between workforce performance and patient experience.
• Ensure hiring, training, and performance management reinforce service standards and brand expectations.

Team Leadership & Infrastructure Build

• Lead and develop a lean internal talent team (clinical and non-clinical recruiting, HR operations, L&D).
• Optimize use of external partners, agencies, and sourcing channels.
• Establish repeatable processes, accountability structures, and performance metrics across the function.

Qualifications

• 10+ years of progressive HR / People leadership experience, including senior executive roles (CHRO, CPO, or VP-level) in multi-site, high-growth organizations.
• Physician recruitment experience strongly preferred
• Private equity fluency — direct experience partnering with PE sponsors and Boards through change-of-control, scaling, and value-creation phases.
• Proven track record recruiting highly skilled clinical providers (physicians or similar) in competitive markets.
• Demonstrated success leading full workforce strategy across clinical and non-clinical populations in a multi-site environment.
• Demonstrated success supporting geographic expansion and M&A integration on the people side.
• Strong working knowledge of multi-state labor law; comfort operating in California or willingness to develop deep CA-specific expertise quickly.
• Strong data orientation with experience linking talent and workforce strategy to business performance metrics.
• Track record of building and developing lean, high-accountability teams.
• Bachelor’s degree required.

What Success Looks Like in Year One

• Provider pipeline and recruiting engine produce measurable reductions in open requisitions and time-to-fill, with improved offer acceptance.
• Turnover and retention metrics show meaningful improvement across both provider and non-provider populations.
• Compensation, benefits, and total rewards have been refreshed and aligned to market and growth strategy.
• Modern people systems (ATS, HRIS, dashboards) are in place and generating insight, not just data.
• People-side M&A integration playbook is established.