What Healthcare Executives Get Wrong When They're Thinking About a Move

What is the ownership structure of that organization, and what does it mean for how decisions get made? Is that VP of Operations role a genuine step up, or is it a title that will be constrained by a CEO who doesn't delegate? Is the compensation package competitive for that sector and stage — or is it below market for a reason?

ITP answers these questions for every candidate she works with, before they walk into an interview. Not because it's a service she offers, but because a candidate who goes into a process without that context is a candidate who is likely to make a decision based on incomplete information — and ITP's 12-month retention rate depends on candidates making good decisions.

The three things healthcare executives consistently underestimate when considering a move:

One. The difference between an organization's stated culture and its operating culture. What leadership says about how they work and what it's actually like to work there are often two different things. ITP has been inside enough of these organizations to know the difference.

Two. The weight of ownership structure on day-to-day leadership experience. PE-backed growth is not the same as operating under a hospital system. A COO who thrives in one may be miserable in the other. This matters more than title or compensation.

Three. Their own market value — especially on the upside. Most senior healthcare executives are more valuable than their current compensation suggests. ITP's market data shows this consistently. Don't negotiate against yourself before you know what the market will bear.