Primary & Specialty Physician Groups
Leadership for physician organizations balancing clinical quality, access, growth, operating performance, and value-based reimbursement.
Risk-Bearing Provider Organizations
Value-Based Care Executive Search
Founder-led executive search for risk-bearing provider organizations nationwide, recruiting leaders from the C-suite through VP level across care delivery, operations, finance, clinical performance, and growth.
Start a Confidential ConversationDeep value-based care experience
Leadership for organizations accountable for outcomes and cost.
Risk-bearing provider organizations operate at the intersection of care delivery, payer relationships, clinical performance, and financial accountability. Their leaders must understand how strategy becomes execution across physicians, operations, contracting, technology, and the patient experience.
MES brings longstanding healthcare context to these assignments, then conducts the exhaustive search and rigorous assessment each role requires. Our experience spans primary and specialty physician groups, ACOs and other value-based care models, PACE, and post-acute care organizations.
Clients work directly with Steve McGovern throughout the search, from defining the position and identifying the relevant market through candidate assessment, closing, and the executive’s start date.
Provider markets
Experience across care delivery and risk models.
ACOs & Value-Based Care
Executives who can lead organizations across shared savings, capitation, global risk, and other models that reward better outcomes and lower total cost of care.
PACE
Leadership for integrated organizations coordinating medical care, long-term services, and social support for older adults with complex needs.
Post-Acute Care
Executive search across long-term care, home health, hospice, and palliative care organizations operating in an increasingly accountable healthcare system.
Leadership functions
Representative areas of search experience.
Not an exhaustive list.
Enterprise & P&L
CEO, President, COO, Market President, General Manager, and other enterprise and P&L leadership.
Finance, Contracting & Risk
CFO, finance, payer contracting, risk strategy, and performance leadership.
Clinical, Quality & Population Health
Chief Medical Officer, Chief Clinical Officer, population health, quality, and care-management leadership.
Growth, Operations & Technology
Growth, market development, enterprise operations, information technology, data, and analytics leadership.
Planning the search
Hiring leaders for risk-bearing provider organizations.
What counts as relevant experience with financial risk?
Specify the organization’s model before defining the candidate profile. Shared savings, downside risk, and capitation can place different demands on a leadership team. Ask which arrangements the candidate managed, what accountability they held, and how care delivery and financial decisions were connected. Experience should be assessed against your patient population, operating scale, and contracts, rather than the broad label of value-based care.
What should a CFO bring to a risk-bearing provider organization?
Look for the ability to connect payer contracts, care-delivery costs, forecasting, cash needs, and operating performance. Ask how the executive identified performance problems, tested assumptions, and worked with clinical and operating leaders to respond. For organizations spanning multiple businesses, examine experience with the economics of each business and with presenting a clear enterprise view to the CEO and board.
How should clinical and operating leaders be evaluated?
Ask for examples of changes implemented with physicians and care teams, including the starting conditions, barriers, and results. Explore access, care coordination, patient experience, quality, and total cost together. An executive should be able to explain both the operating changes and how results were measured. References from clinical and operating colleagues can help establish whether those changes were adopted and sustained.
What should be agreed before an executive search begins?
Clarify the first-year priorities, reporting relationships, decision authority, and resources available to the new leader. Identify the capabilities already on the team and the gaps this hire must fill. Align the CEO, board, and other interviewers on how candidates will be evaluated. An organization seeking transformation also needs to be clear about which changes it is prepared to support.
The MES record
Experience measured in outcomes.
Steve McGovern brings more than two decades of healthcare executive search experience to every MES engagement.
96%Search completion rate since 2014
23+Our founder’s years in healthcare executive search
200+Searches completed by our founder, C-suite through VP level
84Average days from launch to accepted offer
90%+Business generated through prior client and candidate relationships
Founder-led by design
The person you retain leads the search.
Direct Senior Attention
Steve McGovern leads every engagement and remains directly accessible throughout the search and beyond.
Exhaustive Search
Existing market knowledge provides a head start, while the relevant market is pursued thoroughly for every assignment.
Rigorous Assessment
Every executive presented is evaluated against the organization, the role, and the specific leadership challenge.
Direct Accountability
Clients have one accountable relationship from the first conversation through the executive’s start date and beyond.
Executive Search Insights
Further reading from Steve McGovern.
Facing a critical value-based care leadership need?
Start with a confidential conversation about the organization, the role, and what success requires.
Start a Confidential Conversation