Business Management & Execution Lead

About the role

The Business Management & Execution Lead serves as the operational backbone of the organisation. This person is responsible for running the day-to-day operational infrastructure of the business unit and building the structures, rhythms, and clarity that allow the team to execute at its best. This is a role for a sharp, experienced operator who is comfortable owning complex cross-functional work, influencing senior stakeholders, and driving meaningful change without always having direct authority. The right candidate brings business operations experience, strong judgment, and a genuine bias toward action over analysis. While embedded within a specific business unit, this role sits within the central Business Management function that reports to the SVP, Head of Business Performance. A core part of the remit is to uphold and advance enterprise-wide operating standards - driving consistency, sharing best practice across BUs, and minimising bespoke processes except where genuinely warranted by the specific needs of the unit. Success in this role is measured not only by the performance of the supported BU, but by the contribution made to raising the bar across the entire Business Performance function. Duties and Responsibilities: 1. Enterprise Operating Architecture for the Business Unit - Design and own the business unit's full operating system: governance model, decision rights, accountability structures, and performance management infrastructure - Lead the annual planning and goal-setting process; partner with Finance and central teams to translate enterprise priorities into BU-level OKRs, resource allocation, and execution roadmaps. - Define and continuously improve how the BU makes decisions - which forums exist, who owns what, how escalations work, and how tradeoffs are adjudicated - then hold the organisation to that model. - Serve as the BU's principal advisor on operational strategy; anticipate structural problems before they surface and arrive with solutions, not just diagnostics. 2. OKR, KPI & Performance Stewardship - Own the BU's performance management architecture end-to-end: OKR design and cascade, KPI definition and instrumentation, leading/lagging indicator tracking, and quarterly retrospectives - Maintain and continuously evolve executive-ready performance dashboards and scorecards; ensure the BU's performance story is clear, accurate, and decision-ready at all times - Proactively identify systemic performance gaps - not just individual misses - and bring cross-functional solution proposals to BU and Business Performance leadership 3. Cross-Functional Governance & Strategic Initiative Leadership - Own the BU's relationship and coordination model with adjacent enterprise functions - Finance, HR, Legal, Product, Engineering, GTM, and the central Business Performance team - at a senior level - Serve as the BU's primary interface into enterprise-wide programs and transformation initiatives; ensure the BU's voice is represented and its commitments are honored - Lead or executive-sponsor the most complex, ambiguous, or politically sensitive initiatives within the BU - those that require senior judgment, cross-functional authority, and sustained accountability beyond what a program manager can provide - Actively contribute to enterprise-wide governance standards; flag where BU-level practices diverge from central norms and drive convergence unless a BU-specific exception is clearly justified 4. Executive Reporting & Strategic Narrative - Own the BU's contribution to all executive and board-level performance reporting; this includes monthly operating narratives, QBR materials, investment case updates, and ad hoc C-suite readouts - Translate complex operational, financial, and strategic data into concise, decision-quality narratives for CEO, Board, and investor-level audiences - not just summaries, but points of view - Act as the BU leader's strategic proxy in select forums and cross-functional working groups; carry the authority to make commitments and resolve issues on the BU's behalf - Ensure total consistency and integrity between BU-level reporting and enterprise-wide performance standards, definitions, and cadences 5. Operational Excellence & Organizational Scalability - Continuously assess and impro

Benefits

Additional Information

Inovalon was founded in 1998 on the belief that technology, and data specifically, would empower the transformation of the entire healthcare ecosystem for the better, improving both outcomes and economics. At Inovalon, we believe that when our customers are successful in their missions, healthcare improves. Therefore, we focus on empowering them with data-driven solutions. And the momentum is building. Together, as ONE Inovalon, we are a united force delivering solutions that address healthcare's greatest needs. Through our mission-based culture of inclusion and innovation, our organization brings value not just to our customers, but to the millions of patients and members they serve.

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