Executive Director

Description

COMPANY SUMMARY

For more than 25 years, Senior Home Companions (SHC) has helped older adults remain in the home of their choice with purpose, dignity, independence, and meaningful connection. Through personalized in-home care and companionship, SHC provides a full spectrum of support ranging from friendship and companionship to hands-on personal care.

Senior Home Companions is a privately held organization serving clients and families across multiple markets. Our success is built on exceptional relationships, highly personalized service, strong local leadership, and a commitment to doing what is right for our clients, caregivers, employees, and communities.

ROLE

Purpose of the Role

The Florida Executive Director is the senior leader responsible for the overall performance and success of Senior Home Companions' Florida operations, including Naples, Southwest Florida, and The Villages.

The Executive Director serves as the primary owner of the Florida business and is accountable for growth, financial performance, business development, operational excellence, client experience, caregiver capacity, regulatory compliance, and the development of a high-performing Florida team.

This role exists to build and lead a healthy, growing, profitable, compliant, and service-driven Florida organization capable of delivering an exceptional experience to clients, families, caregivers, referral partners, and employees.

The Executive Director is expected to think and operate as the leader of the Florida business not simply as the manager of its day-to-day activities. The ED translates Senior Home Companions' 

mission, values, and organizational strategy into consistent execution and measurable results throughout Florida.

The Executive Director is also the designated Administrator for applicable Senior Home Companions Florida operations regulated by the Florida Agency for Health Care Administration (AHCA) and is responsible for ensuring those operations meet applicable regulatory and licensure requirements.

As Senior Home Companions expands, the Executive Director is expected to build the people, processes, leadership structure, market presence, and operating systems necessary to support continued growth throughout Florida.

RESPONSIBILITIES

1. Leadership, Culture & Accountability

The Executive Director is responsible for creating and maintaining a high-performing Florida organization characterized by clear expectations, accountability, collaboration, ownership, and alignment with Senior Home Companions' mission and values.

The Executive Director will:

• Lead, coach, develop, and hold accountable Florida leaders and team members.
• Establish clear expectations, priorities, performance standards, and measurable goals throughout the Florida organization.
• Conduct consistent and effective leadership and operating meetings that create clarity, identify obstacles, establish commitments, and ensure follow-through.
• Establish a culture in which team members take ownership of outcomes rather than simply completing assigned activities.
• Identify performance issues early and address them directly, fairly, and consistently.
• Ensure employee evaluations, coaching, development plans, and corrective actions are completed appropriately and timely.
• Partner with Human Resources to recruit, develop, engage, and retain high-quality employees and affiliated caregivers.
• Identify future talent needs and develop succession and leadership capacity throughout Florida.
• Develop leaders capable of independently owning significant areas of the operation as the organization grows.
• Model Senior Home Companions' values, professionalism, service expectations, and culture in all interactions.

2. Growth & Business Development

The Executive Director is ultimately accountable for sustainable growth and business-development results across the Florida markets.

The Executive Director will:

• Own achievement of established Florida growth goals, including revenue, service hours, census, new clients, and other established growth measures.
• Lead execution of market-specific growth strategies for Naples, Southwest Florida, and The Villages.
• Provide direct accountability for Florida business-development performance while working collaboratively with the Sales Director for strategy, coaching, resources, and organizational support.
• Establish clear expectations and measurable goals for business-development activities and results.
• Maintain visibility into referral activity, pipeline development, lead conversion, new-client acquisition, client retention, service hours, census, and revenue.
• Ensure business-development activity translates into measurable business results.
• Develop and maintain meaningful relationships with key referral partners, healthcare professionals, senior-living organizations, community organizations, industry peers, and strategic partners.
• Identify opportunities for increased market penetration, strategic partnerships, geographic expansion, and additional service opportunities.
• Evaluate competitors, market conditions, pricing, labor availability, referral trends, and other factors affecting growth.
• Ensure recruiting and operational capacity remain aligned with current and anticipated growth.
• Participate personally in high-value business-development and community relationships when executive involvement can strengthen SHC's position in the market.

3. Financial Performance & P&L Ownership

The Executive Director owns the financial performance of Senior Home Companions' Florida operations and is accountable for achieving the financial expectations established through the organization's annual operating plan.

The Executive Director will:

• Own and actively manage the Florida Profit & Loss Statement.
• Achieve established revenue, gross-margin, expense, and profitability targets.
• Develop and manage annual Florida budgets in collaboration with Finance and executive leadership.
• Review financial statements and key financial indicators consistently and understand the operational drivers behind financial performance.
• Identify unfavorable trends early and implement corrective action.
• Maintain appropriate control of operating expenses while ensuring the business has the resources necessary to grow and deliver exceptional service.
• Maximize sustainable revenue and profitability without compromising client experience, caregiver relationships, compliance, or organizational values.
• Evaluate bill rates, caregiver rates, competitive conditions, and market economics and recommend appropriate adjustments.
• Provide accurate forecasting and communicate financial risks and opportunities to executive leadership.
• Support timely resolution of accounts receivable, aging balances, and other financial issues when leadership involvement is necessary.
• Ensure organizational resources are deployed responsibly and produce appropriate value.

4. Operational Excellence

The Executive Director is accountable for consistent, efficient, scalable, and reliable operations throughout Florida.

The Executive Director will:

• Ensure each Florida market consistently meets established organizational standards and performance expectations.
• Develop, implement, monitor, and continuously improve operational processes and systems.
• Establish appropriate operating rhythms, scorecards, reporting structures, and accountability systems.
• Monitor key performance indicators and intervene proactively when performance falls below expectations.
• Ensure client demand, caregiver availability, scheduling, recruiting, care management, and business-development activities remain appropriately aligned.
• Identify root causes of recurring operational problems and implement sustainable solutions rather than repeated short-term fixes.
• Ensure appropriate leadership, operational, and after-hours coverage exists throughout the Florida markets.
• Ensure systems and processes are consistently followed and appropriately documented.
• Lead implementation of organizational initiatives, technology, process improvements, and strategic priorities within Florida.
• Build an operating infrastructure capable of supporting continued growth without sacrificing quality, culture, profitability, or client experience.

5. Client Experience & Service Quality

The Executive Director is ultimately accountable for the quality of the client and family experience throughout Florida.

The Executive Director will:

• Create and maintain a culture of personalized, relational, responsive, and hospitable service.
• Ensure client satisfaction is consistently measured, reviewed, and acted upon.
• Maintain appropriate systems for customer-satisfaction visits, care-plan reviews, quality assurance, and ongoing client communication.
• Establish processes for identifying client concerns before they become significant service failures.
• Ensure escalated client and family concerns are addressed promptly, professionally, and appropriately.
• Monitor client retention, discharges, complaints, service failures, and satisfaction feedback to identify trends and opportunities for improvement.
• Ensure strong communication among clients, families, caregivers, care management, coordination, and leadership.
• Translate lessons learned from client concerns into improvements in training, systems, processes, or accountability.
• Ensure the experience delivered in every Florida market reflects Senior Home Companions' service standards and reputation.

6. Caregiver Recruitment, Capacity & Experience

The Executive Director is accountable for ensuring Florida maintains sufficient caregiver capacity and quality to support existing clients and future growth.

The Executive Director will:

• Partner with Human Resources and recruiting resources to establish and execute caregiver recruitment and retention strategies.
• Monitor caregiver supply relative to current and anticipated client demand.
• Ensure caregiver recruitment and registration processes support both regulatory compliance and operational needs.
• Monitor caregiver retention, engagement, availability, quality, and other relevant workforce indicators.
• Identify caregiver-capacity constraints that could limit growth or negatively affect client service and ensure appropriate corrective action.
• Promote a culture in which affiliated caregivers are treated professionally, respectfully, and as essential partners in delivering exceptional client care.

7. AHCA Administration, Regulatory Compliance & Risk Management

As the designated AHCA Administrator, the Executive Director is responsible for ensuring applicable Senior Home Companions Florida operations comply with Florida regulatory requirements, licensure requirements, organizational policies, and established standards.

The Executive Director will:

• Maintain sufficient knowledge of applicable AHCA requirements, Florida statutes, administrative rules, and other regulatory requirements affecting SHC's Florida operations.
• Fulfill the responsibilities required of the designated Administrator under the applicable Florida licensure and regulatory structure.
• Ensure required licenses, registrations, renewals, personnel documentation, caregiver records, background screenings, Clearinghouse requirements, rosters, and other regulatory documentation are maintained accurately and timely.
• Establish and maintain internal auditing and monitoring systems designed to identify compliance issues before they result in regulatory deficiencies.
• Ensure regulatory correspondence, requests, notices, surveys, audits, investigations, and corrective actions receive timely and appropriate responses.
• Ensure identified deficiencies are corrected promptly and preventive measures are implemented to reduce recurrence.
• Ensure Florida leaders and team members understand and fulfill the compliance responsibilities applicable to their roles.
• Maintain organizational readiness for AHCA surveys, audits, investigations, and other regulatory reviews.
• Partner appropriately with Human Resources, Finance, executive leadership, legal counsel, and outside compliance resources.
• Promptly escalate significant compliance, safety, legal, financial, or reputational risks to executive leadership.
• Create a culture in which compliance is treated as an ongoing operational responsibility rather than an activity performed only in preparation for regulatory review.

8. Strategic Leadership & Organizational Development

The Executive Director is expected to contribute to the future direction of Senior Home Companions beyond the immediate management of Florida operations.

The Executive Director will:

• Participate actively in organizational strategic planning.
• Translate organizational strategy into actionable Florida priorities.
• Identify and communicate emerging opportunities, risks, competitive trends, and market changes.
• Challenge existing processes when better approaches could improve growth, quality, efficiency, culture, compliance, or profitability.
• Collaborate effectively with executive leadership and leaders across departments and geographic markets.
• Lead or participate in organization-wide initiatives when appropriate.
• Continually evaluate the leadership structure, resources, technology, processes, and capabilities necessary for SHC's next stage of Florida growth.
• Develop an organization increasingly capable of operating successfully through strong leaders and systems rather than dependence upon the Executive Director for every decision.

Requirements

Non-Negotiable Qualifications

The successful candidate must demonstrate:

• Significant leadership experience with responsibility for people, operations, and measurable business outcomes.
• Demonstrated ability to lead, coach, motivate, develop, and hold others accountable.
• Strong business and financial acumen, including the ability to understand and manage budgets, financial statements, operating metrics, margins, and profitability.
• Ability to understand and take ownership of a P&L.
• Demonstrated ability to drive growth and hold business-development activities accountable to measurable results.
• Ability to manage multiple locations, priorities, projects, and deadlines.
• Strong written and verbal communication skills.
• Ability and willingness to conduct difficult conversations and address performance concerns directly and professionally.
• Strong judgment, problem-solving ability, and decision-making skills.
• Ability to build systems and solve root causes rather than repeatedly working around problems.
• Ability to maintain confidentiality regarding client, caregiver, employee, financial, and organizational information.
• Ability to work effectively with executive leadership and cross-functional teams.
• Alignment with Senior Home Companions' mission, values, culture, and service philosophy.
• Ability to satisfy all requirements necessary to serve as the designated Administrator under SHC's applicable Florida AHCA licensure.
• Ability to successfully complete applicable Florida background-screening and regulatory requirements.
• Ability and willingness to travel regularly throughout Naples, Southwest Florida, The Villages, and other company locations as necessary.

Experience & Education

• Five or more years of progressive leadership experience is preferred.
• Leadership experience within home care, healthcare, senior services, multi-site operations, or another service-oriented business is strongly preferred.
• Experience leading geographically dispersed or multi-location teams is strongly preferred.
• Experience with business development, sales leadership, operations, caregiver recruitment, or a combination of these disciplines is preferred.
• Experience working within a regulated healthcare or senior-services environment is strongly preferred.
• Demonstrated passion for serving older adults and their families.
• Bachelor's degree in business, healthcare administration, social work, management, or a related field is preferred. Equivalent relevant leadership experience may be considered when appropriate.
• Advanced education or professional credentials related to healthcare, business, leadership, or senior services are beneficial but not required unless necessary to satisfy regulatory requirements.
• Proficiency with common business technology and the ability to learn SHC's operating, scheduling, CRM, financial, and communication platforms.

Professional & Behavioral Expectations 

The Executive Director must:

• Demonstrate ownership and personal accountability.
• Operate with integrity and sound professional judgment.
• Balance urgency with thoughtful decision-making.
• Remain composed and effective during difficult or high-pressure situations.
• Be willing to have difficult conversations and make difficult decisions when necessary.
• Demonstrate curiosity, adaptability, resourcefulness, and a continuous-improvement mindset.
• Build strong relationships while maintaining appropriate accountability.
• Delegate effectively rather than becoming the solution to every operational problem.
• Develop people and systems capable of operating successfully without unnecessary dependence upon the Executive Director.
• Demonstrate innovation and responsiveness in solving problems.
• Maintain a professional presence appropriate for interactions with clients, families, employees, caregivers, referral partners, regulators, and community leaders.

Physical & Other Requirements

• Must be able to perform the mental, emotional, and physical requirements of the position with or without reasonable accommodation.
• Must successfully complete applicable Level 2 background-screening requirements in accordance with Florida law and AHCA requirements.
• Must meet all applicable organizational and regulatory requirements associated with serving as Administrator.
• Must successfully complete drug screening and/or physical examination when required by company policy or applicable law.
• Must be able and willing to travel regularly throughout the Florida markets and periodically to other company locations.
• Must be able to perform the essential functions described in this job description with or without reasonable accommodation.

RESULTS 

Success in this position is measured by outcomes and organizational health not simply completion of activities. 

Specific numerical targets will be established through Senior Home Companions' annual operating plan and Executive Director scorecard. 

Initial 90-Day Results Within the first 90 days, a successful Executive Director will:

• Establish credibility and productive working relationships with Florida employees, affiliated caregivers, executive leadership, and key organizational partners.
• Develop a thorough understanding of Naples, Southwest Florida, and The Villages, including each market's clients, caregivers, employees, referral relationships, competitors, operations, financial performance, and growth opportunities.
• Demonstrate command of Florida's P&L and the primary operational and financial drivers of the business.
• Establish a consistent leadership, meeting, scorecard, and accountability rhythm throughout Florida.
• Establish clear responsibilities, expectations, and measurable outcomes for members of the Florida team.
• Assess the Florida business-development pipeline and establish clear market-specific growth priorities.
• Evaluate caregiver capacity and identify recruiting or retention barriers that could inhibit growth.
• Complete an assessment of AHCA compliance and regulatory readiness and address significant identified risks.
• Identify the highest-priority operational, financial, growth, compliance, staffing, and client-experience opportunities and establish actionable plans for improvement.

First-Year Results Within the first year, a successful Executive Director will have:

• Achieved or demonstrated appropriate progress toward established Florida revenue, service-hour, census, new-client, and growth goals.
• Achieved established P&L expectations, including revenue, gross margin, operating-expense, and profitability targets.
• Established consistent and measurable business-development execution across all Florida markets.
• Developed stronger referral relationships and increased SHC's presence within priority referral channels and communities.
• Maintained appropriate caregiver capacity to support existing clients and planned growth.
• Achieved established client-satisfaction and client-retention expectations.
• Established a strong, accountable Florida team with clearly defined ownership and performance expectations.
• Demonstrated meaningful development of leaders capable of independently owning significant areas of the Florida operation.
• Maintained compliance with applicable AHCA requirements and established reliable internal compliance controls and audit readiness.
• Established predictable operating systems and leadership rhythms that reduce unnecessary crisis management and improve accountability.
• Demonstrated effective financial stewardship and appropriate control of operating expenses.
• Implemented meaningful process improvements that increase quality, efficiency, scalability, profitability, or client experience.
• Developed and begun executing a clear strategy for the next stage of Florida growth.

Ongoing Executive Director Scorecard Performance will be evaluated through a combination of established annual targets in the following areas:

• Growth: Revenue, service hours, client census, new clients, and market-specific growth.
• Business Development: Referral activity, pipeline health, conversion, new-business production, and development of strategic referral relationships.
• Financial Performance: Revenue, gross margin, operating expenses, profitability, budget performance, and forecasting accuracy.
• Client Experience: Client satisfaction, retention, complaints, service recovery, and quality outcomes.
• Caregiver Capacity: Recruitment, registration, availability, retention, engagement, and the ability to meet client demand.
• People & Leadership: Employee performance, retention, accountability, leadership development, succession planning, and organizational health.
• Operational Performance: Consistency, responsiveness, efficiency, KPI achievement, and successful execution of organizational priorities.
• Compliance: AHCA compliance, Clearinghouse and roster accuracy, documentation, regulatory deadlines, audit readiness, and timely correction of identified deficiencies.
• Strategic Development: Development of scalable systems, leaders, market opportunities, and infrastructure capable of supporting continued Florida expansion.

The Florida Executive Director is ultimately accountable for building a Florida operation that grows, performs financially, serves clients exceptionally well, attracts and retains quality caregivers and employees, remains compliant, develops strong leaders, and becomes increasingly scalable as Senior Home Companions expands.