Director of Integration & Operational Excellence

We're Scan.com . We're building America's national imaging network: the infrastructure that connects patients, providers, and payers to faster, better-value diagnostic imaging. Thousands of patients move through our platform every day, and each is a real person waiting for an answer to a healthcare concern. We exist to get them that answer faster.

We manage the medical imaging pathway end-to-end. Providers order through a single point of entry, and from there, we run the entire medical diagnostic pathway. Managing the full pathway, rather than brokering pieces of it, is what lets us deliver imaging faster, at higher quality, and at a lower cost than the fragmented status quo.

We're looking for a Director of Integration & Operational Excellence at an exciting time. We've raised over $200m in funding to date, reached profitability, and are growing 100% year on year.

Millions of people wait too long for a diagnosis. Come help us fix that.

WHAT YOU WILL ACHIEVE IN THIS ROLE

You'll report to our Chief Operating Officer and Co-Founder and work closely with the CEO, Corporate Development, our CFO and leaders across Operations, Commercial, Product, Technology, People and Clinical. Your mandate is to make acquisitions work in practice and build the operating capability that allows Scan.com to integrate businesses repeatedly as we grow.

You'll join before upcoming acquisitions close, learn how Scan.com operates, and help prepare both our business and acquired teams for integration. You'll own the integrated plan, budget, dependencies, and delivery cadence from operational diligence through Day 1, the first 100 days, and the handover to business-as-usual owners. Functional leaders retain accountability for decisions in their areas; you'll hold the overall plan together, drive execution, and bring unresolved trade-offs to the COO.

Success means retained customers and referral relationships, uninterrupted patient service, reliable billing and collections, and measurable improvements in operating performance.

Lead integration planning before close. Work with Corporate Development and Finance to test the operating assumptions behind each acquisition, identify integration costs and working-capital needs, and turn diligence findings into a practical delivery plan.

Build the integration playbook. Establish Day 1 readiness criteria, 100-day plans, workstream owners, decision rights, budgets, and escalation routes. Adapt the approach to founder-owned businesses, carve-outs, referral networks and imaging centers.

Prepare Scan.com to receive acquired businesses. Identify capacity constraints in scheduling, billing, customer support, technology and management. Resolve gaps before moving additional volume onto our platform.

Own execution across workstreams. Lead the integration cadence across Finance, Operations, Commercial, People, Product, Technology and Clinical, working with Legal and Compliance on the approvals needed in their areas. Sequence concurrent integrations around available capacity.

Protect the business through change. Build relationships with acquired founders and teams, identify key people and customer relationships to retain, and coordinate clear communications and responsibilities.

Make systems and process changes work operationally. Partner with technical and operational owners on referral routing, scheduling, imaging systems, reporting and billing migrations. Agree testing, reconciliation, cutover criteria and contingency plans before switching.

Deliver the financial case. Establish baselines with Finance and track revenue retention, collections, operating costs, and realized synergies. Separate one-time integration costs from recurring benefits and avoid counting growth or savings already included in the plan.

Improve operating performance across Scan.com . Lead focused projects on center and mobile-unit economics, staffing, vendor costs, workflows and capacity. Build the business case, implement the changes, and demonstrate the result in operating metrics and the P&L.

Build a practical operating cadence. Maintain a reliable view of owners, milestones, budgets, risks, and decisions. Use automation and AI to reduce reporting work and give leadership concise updates on what needs attention.

Make improvements stick. Document repeatable processes, train the teams who will run them, and hand over completed workstreams with clear ownership and measures of success.

Example projects

Prepare a founder-owned imaging business for Day 1, retaining key relationships while aligning financial reporting and collections.

Build a carve-out plan that identifies essential staff, systems and shared services, with costed transitional arrangements and clear exit dates.

Validate referral-level unit economics and center capacity before moving new patient volume onto Scan.com 's network.

Reconcile an acquired company's billing and receivables data, establish collection baselines and resolve issues before a systems migration.

YOUR FIRST 90 DAYS

Your ramp begins inside Scan.com , before an acquisition closes. The timing of live integrations will depend on the deal pipeline; preparation and operating improvement start immediately.

Days 1–30: learn the business at ground level. Spend time with scheduling, center operations, Commercial, Finance, and revenue-cycle teams. Follow cases from referral through scan, report, billing, and payment. Review prior integrations, map the core systems and handoffs, and establish baseline service and financial metrics.

Days 31–60: build readiness. Assess upcoming acquisitions alongside the deal team. Identify receiving-team capacity constraints, retention risks, and operational dependencies. Produce costed Day 1 and 100-day plans with named owners, and deliver an initial improvement to an existing Scan.com workflow.

Days 61–90: test and lead delivery. Rehearse critical workflows and agree readiness criteria with functional owners. Launch the integration reporting cadence and lead the first implementation workstreams as transactions permit. Give leadership a clear view of what is ready, what needs fixing, and what should be sequenced later.

How we'll measure success

Customer, referral volume, and key-employee retention.

Patient access, scheduling performance and report turnaround through transitions.

Billing accuracy, cash collections and receivables performance.

Realized margin improvement and synergies, validated with Finance and measured against integration costs.

Delivery against agreed budgets and milestones, followed by a successful handover to operational owners.

WHAT YOU MIGHT BRING TO THE TABLE

You don't need to meet every criterion. We are looking for someone who has personally led acquisitions through operational integration and can show what changed after close.

A record of delivering integrations. You've led multiple post-acquisition integrations or substantial workstreams with direct accountability for outcomes. You can explain what went wrong, how you responded, and what the financial and operational results were.

Healthcare operating experience. You've worked in a multisite healthcare, diagnostic imaging, healthcare-services, or similarly complex operating business. Experience in a PE-backed platform, founder-owned acquisition, or carve-out is particularly relevant.

Operational and financial depth. You've owned a P&L, an operating function, or an integration programme with measurable financial responsibility. You can connect staffing, capacity, pricing, service quality, and collections to profitability and cash flow.

Understanding of the revenue cycle. You understand how provider contracts, credentialing, billing workflows, denials, and receivables affect delivery and cash. Imaging-specific experience is valuable.

Experience implementing change. You've worked with technical and operational teams on systems migrations, process standardizati