Director of Enterprise Projects

About the role

The Director of Enterprise Projects, reporting directly to the President, leads Cedarhurst Senior Living’s highest‑priority, cross‑functional initiatives, with primary ownership of acquisitions, transitions, and new community developments. The Director is the central project leader from diligence and planning through opening, transition, stabilization, and post‑project review, independently building the project plan, setting timelines and owners, identifying risk, driving decisions, and holding teams accountable to their committed deadlines.

Responsibilities

• Own the end-to-end project plan for acquisitions, new developments, major renovations, and community transitions, including scope, milestones, dependencies, owners, required decisions, risks, budget, and completion dates.
• Lead cross-functional project meetings so every department understands its role, deliverables, and deadlines.
• Establish readiness standards for opening, acquisition, transition, and move-in activity across operations, clinical, sales, marketing, HR, technology, finance, compliance, facilities, and resident experience.
• Work with operators and functional leaders to define what a successful launch or transition requires and what must be complete before each milestone.
• Report project status to the President and executive leadership with concise updates on progress, decisions needed, risks, and next steps.
• Hold project owners accountable to their deadlines, address missed commitments directly with the responsible leader, and escalate unresolved issues to the President.
• Identify gaps, risks, and barriers to execution early.
• Ensure operations, clinical, sales, marketing, and support teams are prepared to launch, transition, and stabilize each community, partnering with community and regional operators to translate plans into action at the community level.
• Lead on-site transition teams during peak transition dates alongside Operations, HR, IT, Clinical, Marketing, Sales, and Accounting/Finance to ensure continuity of care and minimal disruption to residents, families, and staff.
• Serve as the primary point of contact for community leadership during the transition period, providing hands-on coaching and troubleshooting.
• Monitor transition metrics (occupancy, staff retention, survey/licensing status, resident satisfaction, budget-to-actual) and escalate risks early.
• Identify value engineering and prototype refinement opportunities based on field and operational feedback.
• Build repeatable, scalable processes, tools, checklists, timelines, templates, and playbooks for acquisitions, new developments, and enterprise projects.
• Standardize project readiness requirements so teams know what “ready” means and who owns each requirement.