VP​/CFO Physician & Ambulatory Division

At Bay Care, we are proud to be one of the largest employers in the Tampa Bay area. Our network consists of 16 community-based hospitals, a long-term acute care facility, home health services, outpatient centers and thousands of physicians. With the support of more than 30,000 team members, we promote a forward-thinking philosophy that’s built on a foundation of trust, dignity, respect, responsibility and clinical excellence.

for Leadership Position Profile.

Chief Financial Officer Physician & Ambulatory Officer Division:
Summary

The CFO of the Physician & Ambulatory Division serves as the financial steward and strategic business partner for both the Physician and Ambulatory divisions, while also leading the system-wide financial strategy for value-based care. Reporting directly to the System CFO, this executive is responsible for ensuring financial integrity, accuracy, and transparency of reported results in partnership with other Finance leaders, leveraging a shared services model.

The CFO must bring deep expertise in physician enterprise management, ambulatory care delivery, and value-based reimbursement models to drive performance improvement and operational excellence.

This role is pivotal in aligning financial strategy with clinical and operational priorities, delivering data-driven insights that inform executive decision-making, support sustainable growth, and enhance enterprise value. As a core member of the financial leadership team, the CFO serves as a trusted advisor across Finance, Operations, and System Leadership, fostering cross-functional collaboration and enabling strategies that advance the organization’s mission and long‑term financial sustainability.

Strategic

Financial Leadership

• Serve as a strategic partner to the Physician Division and Ambulatory Executives and system leadership to develop and execute financial strategies to support development of growth, market position, provider alignment, and value-based transformation.
• Drive performance improvement initiatives to reduce subsidy per provider while maintaining access and quality.
• Lead financial evaluation of expansion opportunities, including practice acquisitions, new sites of care, and service line development.
• Support development of ambulatory‑specific financial plans that reflect population health trends, site‑of‑care shifts, and evolving reimbursement models.
• Evaluate new ambulatory ventures, partnerships, and service expansions, including joint ventures and retail strategies.

Financial Operations and Performance

• Oversee financial reporting, and forecasting for the division, ensuring transparency, accuracy, and alignment with system goals.
• Develop and monitor key metrics across service lines to drive operational excellence.
• Develop robust financial models and dashboards to support leadership in data‑informed decision‑making.
• Partner with operations to ensure financial accountability and margin performance at the site, service line, and divisional levels.

Bay Care Health System – Chief Financial Officer Provider Compensation and Productivity

• Actively participate with key stakeholders to design, model, and administer provider compensation plans that align with strategic goals and ensure regulatory compliance.
• Provide financial oversight of incentive structures that reward quality, access, and value‑based care performance.
• Partner with operations to monitor productivity, panel size, and access metrics.

Value-Based Care and Payer Strategy

• Support payer strategy through analysis of reimbursement trends, contract performance, and value‑based arrangement opportunities.
• Provide financial insight on risk‑based arrangements including shared savings, capitation, and bundled payments.
• Collaborate with population health and care management teams to align cost‑of‑care initiatives with financial goals.

Cost Management and Ambulatory Operations

• Drive cost containment efforts through benchmarking, practice efficiency analysis, and staffing optimization.
• Work with operational leaders to align resources with patient demand and access expectations.
• Analyze service line profitability and recommend actions to enhance performance, throughput, and access.
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