VELOCITY SEARCH GROUP
VELOCITY SEARCH GROUP
Reports 1 and 2 decoded the company and the interviewer. Report 3 is about you — your exact strengths mapped to their exact needs, every objection pre-answered, and a script for owning the room.
Interviewing with the Executive Director of HR (see Report 2) · Built from the candidate's actual resume + the client's recruiting brochure + the current VP Finance org chart
| Direct Reports | Controller (accounting, tax, AP · 5 sub-reports) · Exec Director, Supply Chain (6 sub-reports) · Exec Director, Analytics & Decision Support · Exec Director, Case Management (UR, clinical documentation · 6 sub-reports) · Director, Reimbursement · Director, Budget & Labor Performance · Executive Assistant |
| The Coaching Point | Reference at least 2–3 of these functions by name in the interview — it demonstrates preparation at a level above other candidates. This breadth (Supply Chain and Case Management under Finance) is a feature, not a bug. |
| New-Campus Economics | The client just opened a $600M+ campus — debt, depreciation, and ramp economics still stabilizing. You led a $500M+ expansion (54→400 beds). You have lived the post-build margin recovery curve. Near-exact match. |
| Turnaround Numbers | –$3M to +$20M in three years. Plus $4M cost reduction and $3M revenue improvement inside one year at your current employer. The new CFO needs this rigor underneath him. |
| RCM + Case Mgmt Synergy | Denials under 1%, upfront collections over 4% of net revenue — and this VP seat owns Case Management AND Reimbursement under one roof. Few candidates have run revenue cycle this integrated. You have. |
| ⭐ Behavioral Health — Direct | You managed a 50-bed inpatient BH unit with its own ER. The client's unit is 70 beds, run as a hospital department — same functional category, same operational reality. Most VP Finance candidates have never run BH finance. |
| Mission-Driven DNA | 20+ years in nonprofit, mission-driven, faith-based systems — directly aligned with the client's "every dollar reinvested" philosophy. |
| Team-Building for a New CFO | The SVP/CFO is ~12 months in seat. Your 28 years make you the ideal trusted #2 — run day-to-day finance, mentor six leaders, free the CFO for board and strategy. |
Centers the conversation on supporting the hiring leader — exactly the posture an HR screen wants to hear.
Most candidates won't have studied the org chart. You will have.
Surfaces your $500M build experience implicitly — you know the curve.
Few candidates will know the unit exists. A quiet credibility win that surfaces your BH credential.
| "Walk me through your biggest turnaround." | "We acquired a hospital losing $3M. Three years later it generated $20M+ — a $23M swing. The method: decompose the loss first — payer mix, volume, cost structure. Then rebuild the front end — centralized verification, accounts secured within 48 hours, denials under 1%. That's the playbook I'd bring to the new-campus margin curve." |
| "Tell me about a time you lived our values." | "I oversaw the finances of a 50-bed inpatient behavioral health unit with its own ER. Behavioral health rarely pays for itself — but it's mission-critical. I took ownership of making the math work so we could keep serving people who had nowhere else to go. That's where accountability and compassion meet for me." |
| "Your leadership style?" | "Servant leadership applied to finance. My job isn't to be the 'no' person — it's to give our team members and clinicians the financial confidence to serve more patients. I listen before I act. I don't fix things I don't fully understand yet." |
| "What would your first 90 days look like?" | "Week 1: one-on-ones with each of the six leaders, plus the CFO and operational peers. Walk the revenue cycle floor, walk the BH unit. Days 1–30: deep dive on case management, reimbursement, and new-campus economics. Days 30–60: budget alignment, supply chain review, analytics roadmap. Days 60–90: present a 12-month operational finance plan. Throughout: listen more than I talk, and learn the culture before I touch it." |
| Market Range | ~$260K–$400K base + incentive (10–25% target) for this scope at a $900M+ nonprofit system. Disregard the algorithmic job-board estimate — not a credible band for this seat. |
| Your Position | 28 years, three Regional CFO seats, a CFO-of-the-Year award. You are at the high end of — or above — the range. The strategic framing: you're bringing CFO-caliber experience to a VP seat; the client gets a bench-strength bargain. |
| Anchor | $375K–$400K base + standard incentive + full executive relocation package (home sale assistance, temporary housing, sign-on structured as bridge compensation). Frame relocation as logistics, not hesitation. |
| Don't Undersell | A values-driven candidate can come across as indifferent to comp. Be warm on mission AND clear on a fair, market-appropriate package. The two aren't in tension. |
| The BH Credential Drop | Once, confidently: "I oversaw a 50-bed inpatient behavioral health unit with its own dedicated ER — so your 70-bed unit isn't new territory for me; it's exactly the work I know how to support financially." Say it once. Move on. |
| The Build Proof Point | "I led a $500M+ expansion, growing from 54 beds to 400. I know the financial architecture of a major hospital build and the ramp that follows — which is exactly what your new campus is navigating now." |
| Closing Statement | "I want to be the VP Finance who gives the CFO a trusted right hand — runs the operational portfolio cleanly, develops the six leaders on this team, and helps protect the financial stewardship of this mission. You've built something extraordinary in this community. I'd like to help protect it for the next generation." |
| Thank-You Note | Send a handwritten card — not just an email. This is a relationship-and-culture organization. Reference one specific thing from the conversation and reaffirm your commitment to the community. |
All three reports, built from your real resume for your real interview — at campus, professional, and executive levels.