Senior Advisor, Healthcare Capital Project Execution

Responsibilities

• Enterprise Leadership
• Own execution outcomes across complex healthcare capital projects and programs at the program governance and executive oversight level, ensuring alignment with Board‑approved key planning unit, scope, budget, schedule, and readiness targets.
• Define and maintain clear lines of accountability between Owner, consultants, contractors, and internal stakeholders.
• Provide senior counsel to the delivery team and Owner executive leadership - without assuming direct management responsibility for third-party teams - while acting as the bridge between strategy, operations, and delivery throughout the project lifecycle.
• Team Formation, Governance, and Partner Enablement
• Guide clients through selection of architects, engineers, contractors, and specialty consultants, including defining selection criteria, evaluation processes, and final recommendation input.
• Establish clear project governance, decision rights, and escalation pathways, including documentation of roles and responsibilities across all stakeholders.
• Ensure that contracts, scopes of work, and deliverables clearly align with Owner expectations and strategic intent, while remaining the Owner's advisor rather than the contracting authority.
• Lead with a collaborative, enabling posture that gets the best out of all participants - including the Owner.
• Planning, Design, Procurement, and Construction Oversight
• Monitor/guide architectural planning and design through structured review processes and performance checkpoints to ensure operational readiness, consistent scope parameters, and preservation of strategic intent.
• Assist the Owner in monitoring the progress of the construction via review of reporting provided by the Contractor, Project Manager, or Owner's Representative, including monthly schedule and invoice review, contingency allocations, and internal communication of progress and interruptions.
• Provide independent executive-level validation and challenge of cost, schedule, and risk assumptions, without assuming responsibility for producing those deliverables.
• Ensure smooth transition into activation and occupancy by aligning operational readiness planning with construction milestones and ensuring accountability for transition activities is clearly assigned.
• Quality Client Execution and Profitability
• Consistently deliver high‑quality and profitable work that meets client objectives and internal utilization goals with clear ownership of client relationship success, but shared accountability for delivery outcomes across the broader team.
• Smart Growth
• Expand existing client relationships across the practice spectrum by identifying execution-phase opportunities and positioning Ankura as a long-term strategic and delivery advisor.
• Clearly differentiate Ankura'

Benefits

Additional Information

Ankura is a team of excellence founded on innovation and growth. PRACTICE OVERVIEW: Ankura Consulting Group, LLC is an independent global expert services and advisory firm that delivers services and end-to-end solutions to help clients at critical inflection points related to strategy, conflict, crisis, performance, risk, and transformation. The Ankura team consists of more than 2000 professionals across 55 countries. Ankura is unrivalled in its ability to assist clients to Create, Protect, and Recover Value. The Healthcare Real Estate Strategy and Solutions team, a part of the Construction Disputes and Advisory business unit, partners with healthcare organizations to create, manage, and execute Board‑approved capital investments. The practice operates as part of an integrated strategy‑to‑execution platform , ensuring continuity from strategic service line and capital planning through project realization. ROLE OVERVIEW: A senior level role accountable for translating Board‑approved capital plans into successfully delivered healthcare facilities. This role leads execution from project team selection through planning and design, procurement, construction, and operational readiness by overseeing, guiding, and holding accountable third-party delivery teams and Owner representatives, while preserving the strategic, financial, and clinical intent defined by the strategic work and approved by the Board. This role does not serve as the Architect, Contractor, or Owner's day-to-day Project Manager, but instead acts as the Owner's executive advisor and program-level overseer, ensuring alignment, accountability, and decision-making across all stakeholders. This leader serves as the execution counterpart to healthcare strategy leadership and works directly with Boards, C‑suite executives, clinical leaders, facilities teams, and external partners to establish clear accountability frameworks and ensure decisions are made at the appropriate level. The role emphasizes outcomes, governance, and value realization rather than day‑to‑day project management and serves as the escalation point for complex issues impacting scope, cost, schedule, or operational readiness.

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