We are Hiring a Vice President - Healthcare!
- Category: News
- Published: 09 March 2017
Vice President - Healthcare
Email us at firstname.lastname@example.org to submit your resume!
We are hiring for a critical role leading one of the agency’s most important pieces of business. It’s a fast track type of account that includes managing many different stakeholders – including internal colleagues and agency leadership, as well as day-to-day and senior clients as well. The right person will be comfortable jumping right in and taking initiative, directing others but also being a good listener, and being 100% accountable for the client’s success. We are looking for someone with deep Pharma experience, and depth in gastroenterology is a major benefit. You will be well supported with a strong team of account and digital / social media experts, as well as one of the best media relations teams in the industry. The client is locally based and you will be expected to have significant in-person client exposure to ensure the account’s success. You will have the full support and attention of the agency’s CEO, President, and Managing Director.
Over time, this role should be a tremendous growth opportunity. The person who helps drive this piece of business will be at the center of our largest and fastest growing practice area (Healthcare).
Vice Presidents should have significant experience in the field of Healthcare Public Relations including having led agency teams and accounts. They should have demonstrated progressively higher levels of responsibility. Prior to taking on responsibility for a practice area, they should have worked as a “number two” person in a similar practice area. They should hold a Bachelor’s or higher degree. They should have a proven track record in generating and implementing large-scale program ideas for a variety of clients. They should have a track record of successfully managing increasingly large accounts in a profitable manner. Much of their learning has occurred not only through creating, planning and implementing programs for clients, but by interacting with senior clients in a consultative capacity. They should also have a track record of developing and closing new business accounts. They should have particular depth in healthcare PR programs that target patients and caregivers (as opposed to providers and payers).
Performance Areas are the tasks and activities that a Vice President engages in. The behavior of an individual is captured in these categories. They are the most visible aspects of their work. Performance Areas are the areas around which goals are set for individuals.
VPs are responsible for ensuring that all of the billed work in their practice area is profitable for the agency. This includes not only their own billable work, but the projects conducted by more junior professionals reporting to them. While VPs are expected to supervise a significant volume of fees, they must see that the fees are profitable as well. They establish contracts with clients and manage budgets that insure an adequate level of profitability. They must monitor their accounts receivable and general expenses appropriately. They must coach their staff and educate them to the methods of ensuring acceptable profit levels in their client engagements.
- Client Satisfaction
Vice Presidents are responsible for seeing that their clients are satisfied with all aspects of the work conducted for them. This includes not only planned programs, but also crisis situations and informal counseling as well. They attend to client requests and dissatisfaction in such a way as to keep the client committed to working with the agency. They develop client relationships in which clients ask for advice on a wider variety of topics than merely program-related ones. They bring to bear any specialized knowledge or skills they have to advance their client’s business. VPs work to ensure that all the work conducted under their guidance meets or exceeds client expectations. Much of this Performance Area is judged by client retention and growth and by annual Agency Client Evaluations.
- Coaching Professional Staff
In being responsible for the aggregate results of a group of professionals, a significant responsibility for Vice Presidents is the development of senior professionals. VPs have gained substantial knowledge and experience which has enabled them to obtain their VP positions. They must impart this experience to others in a flexible manner. They should have a good level of insight into the strengths and developmental needs of others as well as the learning style and motivational needs of others. Combining this insight with their own experience allows them to tailor the way they coach and counsel individual professionals to gain the most from them. They must develop the kind of relationship that leads their subordinates to seek out their advice and use it constructively.
4 Practice Development
Vice Presidents should develop their practice area in three important areas. First, they should grow the size of the revenues generated from year to year. This is a combination of growing the size of existing accounts in some planned manner and with the addition of new business. They identify opportunities that occur unexpectedly as well as those that result from formal efforts. They plan approaches to specific targets and develop proposals to gain business from identified potential clients. The second aspect of practice development is to grow or enhance the capabilities, products or services offered by the agency. VPs are responsible for identifying and developing in those areas in which they can better service current or prospective clients. The third area of practice development is any other activity that enhances the reputation of the firm. This can include community activities, professional groups, speeches, seminar panels and published articles.
5 Agency Development
As senior members of an agency, Vice Presidents are expected to help the overall agency succeed. This means that they focus not only on their own work, or even the work of their practice area. They look for opportunities to help the agency as a whole to succeed. This generally means involvement in non-billing activities that move the agency ahead. This can include recruitment, assisting in training programs, internal PR, benefit programs (e.g., Health Programs) and development of subordinates. A VP must bring to bear ideas technologies, skills, processes and client work that others can take advantage of in order to development themselves. Whatever the means, the focus is one of concern for the broad success of the firm.
6 Personal/Professional Development
In order to lead others, Vice Presidents require a high level of insight into their own strengths, development needs and working styles. They need to be objectively critical about how they perform and work with others. They need to look back at their performance and recognize their weak spots. They must look forward and plan for how to develop in the areas that will enhance their contribution to the firm, including their technical knowledge and skill, industry knowledge, supervisory management skills and their client counseling and relationship management skills. They should be able to point to specific plans and activities that focus on improving their abilities in these areas
These are the skills and abilities that allow a Senior Vice President to successfully perform their job as described in the Performance Areas. They are the building blocks of competence. Success Factors are the areas on which individuals and their managers must focus on in order to develop the individual for career movement.
1 Initiative and Drive
Vice Presidents must have a significant level of energy and drive. They must be able to make progress on many different projects and activities simultaneously. They must initiate new ideas not only for themselves but for others as well. They must communicate this level of intensity and focus to others.
2 Business Acumen
The VP role requires a high level of knowledge and awareness of both the fields of Public Relations and Marketing as well as business in general. They must work to understand, in depth, their client’s industry and the role that PR plays in that industry. They should understand their client’s business objectives and concerns. They should understand the effect that various events, both planned and unplanned, have on the client’s business and industry. The VPs make decisions that take into account both the position of the client and the likely effects of any public relations action. They need to take into account broad conditions when taking action.
3 Financial Knowledge and Awareness
Vice Presidents must look at client and agency situations from a profit and loss point of view. They look at these situations and have a feel for the financial implications. They must think from a proactive, financial position. They generate ideas or alternatives that have positive financial effects on the agency.
Vice Presidents musts work through others. They must be able to delegate to others, monitor and follow-up on assignments without overpowering others. They must know when to intercede and coach subordinates and when to let them run with an assignment. This requires the ability to read others’ level of ability and motivation while respecting different methods of competing work. They need to provide constructive feedback and rewards to keep subordinates on track and motivated. They need to develop subordinates who can advance to become Vice Presidents themselves.
5 Communications Skills
Vice Presidents must interact comfortably and effectively with a wide variety of people, in a wide variety of settings. They have regular contact with clients, media, supervisors, peers, support staff and vendors. They must communicate their position clearly, taking into account other peoples points of view. They must be convincing without forcing their own perspective. They must make a good first impression (in person and over the telephone) and develop rapport with a variety of different people. They must develop a rapport with clients that convinces them to seek their counsel in difficult situations. They must have a relationship with their staff that allows them to provide constructive criticism without recurring resentment.
- Planning & Organizational Skills
Vice Presidents harness the resources of the office to reach client goals. They juggle several sets of responsibilities without losing track of any of them. This in part requires the ability to work through others (see above). As well, it requires efficient and organized work habits and the ability to tolerate pressure. Vice Presidents regularly manage a number of accounts and must make each client feel that they have the agency’s full attention and commitment. This requires flexibility and organization on the part of the Vice President.
7 Computer Skills
Vice Presidents are expected to be computer literate. They should know how to use a PC for a variety of applications including word processing preparation of presentations and analysis of various kinds of data. Vice Presidents should be proficient with software currently in use at Lippe Taylor, including Microsoft PowerPoint, Word and Excel. They should be able to use computers to make their work both more efficient and more effective. The VP should be able to use it to attack the work activities of themselves and their account teams, and to generate materials for their accounts.
VPs must generate novel ideas or solutions for a variety of purposes. They need to focus this ability not just on client situations, but on the broader business as well. They should look for innovative ways to manage the business, access and use information, motivate and reward others and develop other related aspects of the business.
9 Strategic Planning Skills
Vice Presidents must have the ability to look long term and anticipate possible future needs. They should do this based on what data is available and on their past experience. They should be able to turn this perspective into a set of actionable plans designed to achieve certain ends for either the client or the agency over an extended time frame.