Head of Business Operations, Advanced Imaging Solutions

Job Description Summary

• The Head of Business Operations, Advanced Imaging Solutions (AIS), reports to the GVP and President of AIS and serves as the operating integrator for the ~$15B global segment. The leader translates AIS priorities into disciplined execution and measurable outcomes, connecting leadership cadence, performance management, Lean deployment, cross-functional alignment, decision-making, and value realization across six subsegments and key enterprise functions. The role works closely with the AIS CFO, Head of Strategy & Transformation, and enterprise partners to deliver the current quarter and year plans and sustain capabilities transitioned from Strategy & Transformation.
• The role owns the setup and effective, consistent deployment of AIS Heartbeat, GE HealthCare’s proprietary business system and standard way of operating. It leads the AIS Lean function, aligns resources to the highest-impact priorities, and builds the understanding, capability, accountability, and operating discipline needed to realize and sustain results.

Job Description

Your Responsibilities

Own AIS Business Operations and Heartbeat

• •Serve as the execution partner to the GVP and President of AIS, establishing focus, alignment, accountability, and follow-through on the critical few priorities.
• •Lead and continuously improve the AIS leadership cadence, including staff meetings, operating reviews, strategic priority reviews, and other forums required to run the business effectively.
• •Translate AIS priorities into clear operating mechanisms, decision rights, owners, milestones, resource requirements, risks, and measurable outcomes.
• •Ensure leadership forums are decision-oriented and supported by clear objectives, pre-reads, actions, escalation paths, and follow-through.
• •Lead the Business Operations team and develop the standard work, management information, and capabilities required to support AIS leaders.
• •Improve transparency and decision quality through integrated reports, dashboards, and analytical tools.

Integrate and Drive Priority Execution

• •Maintain an integrated view of AIS’s highest-priority execution topics across subsegments, functions, and enterprise partners.
• •Ensure critical priorities have clear ownership, resources, milestones, decision rights, dependencies, risks, and measurable outcomes.
• •Track execution progress and value realization, surface gaps early, and drive corrective action.
• •Identify duplication, friction, competing priorities, resource constraints, and unclear ownership; then drive resolution.
• •Drive alignment across AIS subsegments and enterprise functions, clarify interfaces and handoffs, and resolve cross-functional barriers.
• •Partner with Strategy & Transformation to connect transformation priorities to the broader AIS agenda. As net-new capabilities move from design and proof to sustainment, ensure their playbooks, tools, standards, and ownership models are embedded into ongoing AIS operations.

Lead Heartbeat, Lean Deployment, and Outcome Realization

• •Own the setup and effective, consistent deployment of AIS Heartbeat, building shared understanding and capability to apply its tools and practices across the organization.
• •Lead and develop the AIS Lean function, directing resources toward opportunities with the greatest strategic importance, value potential, urgency, scalability, and ability to sustain results.
• •Ensure Lean initiatives have clear charters, baselines, targets, milestones, accountable business owners, and benefit measures.
• •Integrate Heartbeat deployment so priorities, resource needs, risks, decisions, and realized benefits are visible to AIS leaders.
• •Ensure Lean-supported initiatives deliver measurable and sustained improvements in growth, productivity, quality, delivery, customer impact, and financial performance.
• •Partner with the Lean leader to strengthen Lean capability, Heartbeat practices, structured problem-solving, and continuous improvement across AIS.
• •Ensure proven improvements become part of the normal operating model through standard work, management information, leadership cadence, and line ownership.

Key Interfaces and Boundaries

• •CFO and Finance: Partner on operating performance, resource allocation, execution progress, and value realization. P&L ownership and the financial control environment remain with the appropriate business leaders and Finance.
• •Strategy & Transformation: Partner on long-term strategy and net-new capability creation. Transformation project and change management resources sit within that function; Business Operations integrates proven capabilities into the current operating cadence and sustains them once they are ready to operate at scale.
• •Lean: The AIS Lean function reports to the Head of Business Operations. This role sets priorities, deploys resources, and holds the function accountable for outcomes; the Lean leader owns Lean methods, standards, coaching, and capability building.
• •Enterprise partners: Clarify ownership, interfaces, handoffs, decision rights, and escalation paths so cross-functional work supports AIS execution.

Your Experience

• •Bachelor’s degree required; Master’s degree preferred.
• •At least 10 years of progressive leadership experience, typically 10-15+ years, in business operations, general management, finance/P&L leadership, or another major operating function.
• •Experience leading in a complex, global, matrixed business or enterprise environment.
• •Demonstrated success translating priorities into measurable business results.
• •Experience establishing and running executive operating mechanisms, business reviews, strategic forums, governance cadences, decision processes, dashboards, and action tracking.
• •Experience leading or sponsoring Lean, continuous improvement, transformation, or comparable performance-improvement work tied to business-critical priorities.
• •Financial fluency and operating judgment, including the ability to interpret business performance, evaluate trade-offs, allocate resources, and connect execution to P&L and other measurable business outcomes.
• •Ability to connect operating and improvement activity to measurable growth, productivity, quality, delivery, customer, and financial outcomes.
• •Executive presence and influence, with the ability to align senior stakeholders, challenge assumptions, and drive decisions without relying on direct authority.
• •Executive communication, facilitation, synthesis, structured problem-solving, and stakeholder-management skills.
• •Ability to structure ambiguous business problems, simplify complexity, clarify decision rights, and drive sustained action and accountability.
• •Willingness and ability to work across global time zones and travel as needed.

Desired Characteristics

• •Enterprise operating integrator who connects strategy, performance, Lean, transformation, and functional execution.
• •Trusted executive partner who builds credibility quickly, communicates clearly, manages conflict, and brings clarity grounded in facts and outcomes.
• •Outcome-oriented operator who translates priorities into action, establishes accountability, and ensures benefits are realized and sustained.
• •Systems thinker and constructive challenger who simplifies complex operating challenges, surfaces trade-offs, tests assumptions, and creates alignment without relying on formal authority.
• •Data-driven problem solver who uses management information, structured analysis, and disciplined follow-through.
• •Leader of leaders who develops Business Operations and Lean capability while creating an environment of partnership, learning, and accountability.

Measures of Success

• •AIS operates through a coherent Heartbeat system connecting leadership cadence, Lean deployment, execution management, and value realization without duplication across the matrix.
• •AIS’s highest-priority execution topics are clearly defined, owned, resourced, and actively managed.
• •Heartbeat enables faster decision