Director, Project Management

About the Role

Fenway Health is building a Strategy Office to ensure growth is not just well planned, but successfully delivered. In a healthcare environment shaped by shifting funding streams, evolving reimbursement, and increasing policy pressure, the Director, Project Management will turn growth decisions into reality—launching new service lines, integrating partnerships, and ensuring each initiative is executed on time, on budget, and in alignment with Fenway’s mission.

This role sits at the center of Fenway’s commitment to reliable execution, working across clinical, operational, financial, and administrative teams to identify risks, build coordination, and bring complex initiatives across the finish line. As part of a new, CEO- and Board-sponsored team, the Director will create Fenway’s readiness and integration approach—developing the tools, processes, and discipline needed to deliver consistently at scale. Starting as a hands-on individual contributor, this role is designed to grow into leadership, with a clear path to building and leading a team as the portfolio expands.

Authority and Decision Rights

This role has no direct reports and no independent budget but is accountable for work performed by people who do not report to it. Authority is institutionally supplied and includes:

• Direct decision-making over the launch plan, integration plan, sequencing, risk and decision logs, and readiness criteria.
• Recommendations for readiness certification and recovery plans for missed milestones.
• Escalation of unresolved cross-functional conflicts, resource gaps, or slipped milestones without recovery plans to the Chief Strategy Officer and Executive Committee.
• Convening cross-functional project and integration teams under a written charter endorsed by the Chief Strategy Officer and CEO.

Key constraints:

• Readiness tiebreak: This role recommends, the Chief Operating Officer holds acceptance criteria, and the Chief Strategy Officer decides.
• Portfolio ceiling: No more than three ventures in active launch or integration at one time unless capacity is added or the Chief Strategy Officer decides otherwise.

Responsibilities

New Service Line Launches

• Lead launch planning for new service lines across clinical readiness, staffing, billing, space, marketing, and patient access.
• Maintain current launch plans and go/no-go checklists, ensuring compliance with HRSA, FQHC, licensure, and other regulatory requirements (confirmed with Compliance).
• Partner with the Director of Business Development to ensure launches align with business cases and baselines; resolve disagreements with the Chief Strategy Officer.

Portfolio Reporting and Results Tracking

• Maintain a portfolio view of approved ventures for the Executive Committee and Board, tracking progress against plan, risks, and next decisions.
• Set and maintain decision points for each venture stage, from approval to handoff to Operations.
• Track actual results against business cases for twelve months post-launch (revenue, volume, cost, staffing, timeline) and report variances with Finance and Business Development.

Partnership and Affiliation Integration

• Lead operations and systems integration for new ventures, coordinating across finance, clinical operations, compliance, IT, revenue cycle, pharmacy, communications, and facilities.
• Own integration plans, milestones, risk logs, and decision logs.
• Lead people and culture integration with the People team and clinical leadership, including staff communication, role clarity, and retention risk.
• Track project blockers and escalate risks to the Executive Committee and Board.
• Recommend readiness for handoff to Operations; the Chief Operating Officer holds acceptance criteria, and the Chief Strategy Officer decides.

Operating Rhythm

• Maintain the meeting and reporting rhythm for the growth portfolio, including working sessions, steering reviews, and executive updates.
• Partner with internal and external stakeholders (Operations, Finance) to manage change.
• Build simple, useful tools and templates to support teams.
• Foster trust across the organization, balancing push and support as needed.

What Success Looks Like

• Ventures land: Launches occur on time, on budget, and without destabilizing existing operations. Compliance sign-off is documented before every launch.
• Leadership is never surprised: Risks reach the Executive Committee with time to act.
• Operations accepts what it is handed: Ventures transfer against written readiness criteria and remain stable post-transfer.
• The people side holds: Staff learn about changes from Fenway first, and key personnel remain a year post-integration.
• The practice outlives any one launch: Playbooks, checklists, and readiness criteria are reusable and survive personnel changes.

Requirements

• Bachelor’s degree or equivalent professional experience required; Master’s degree in Healthcare Administration, Business Administration, Public Health, or a related field preferred.
• Seven or more years in project/program management, integration, or healthcare operations, including leading large, multi-team projects.
• Proven success leading cross-functional projects, ideally integrating new business lines or affiliated organizations in healthcare.
• Experience in clinical environments with clinicians whose primary accountability is patient care.
• Comfort building a function from scratch and working hands-on without an established team.
• Working knowledge of healthcare operations; FQHC, Medicaid, value-based care, and HRSA experience a plus.
• Ability to hold teams to milestones through written charters and clear escalation paths, managing multiple priorities.
• Strong written and verbal communication skills, with comfort engaging senior leaders and the Board.
• Demonstrated ability to work effectively with LGBTQ+ communities, people living with HIV, and populations facing barriers to care. Qualifying evidence includes:
  • Professional work serving these populations.
  • Sustained volunteer, advocacy, or governance service with relevant organizations.
  • Lived experience the candidate chooses to bring.
  • Demonstrated fluency in how obligations to these communities constrain business decisions.
• Understanding of how mission obligations shape business decisions in safety-net settings, including declining profitable opportunities that conflict with mission.

Preferred Qualifications

• Experience in community health centers, FQHCs, health systems, or safety-net healthcare.
• Healthcare integration experience or work with healthcare consulting integration teams.
• PMP, Lean, Agile, or change management training.
• Familiarity with EHR rollouts, telehealth, or multi-site operations.

Confidentiality and Conflicts of Interest

This role requires strict confidentiality regarding partnership and affiliation discussions, including information about other organizations. The Director must disclose actual or potential conflicts of interest—including past, current, or prospective relationships with organizations under evaluation—in accordance with Fenway Health’s conflict of interest policy.

Additional Responsibilities

• Adhere to agency and departmental policies and procedures.
• Participate in quality assessment and improvement activities as requested.
• Maintain patient and client confidentiality.
• Follow established safety policies and identify unsafe situations.
• Attend required meetings, in-services, and professional trainings.
• Maintain professional competence and provide records of continuing education.
• Serve on agency committees and in professional organizations when requested.

Physical Requirements

Ability to meet the following physical requirements with or without reasonable accommodations:

• Effectively communicate verbally and in writing.