Role and industry
FP&A Manager Recruiters for Healthcare providers (hospitals, physician groups, ASCs, senior living, behavioral)
No postings. No stacks of resumes. No chasing. You interview a short list.
Financial Headhunters: You need a manager who can reconcile payer mix shifts and model the financial impact of changing reimbursement rates
This is what we do all day: recruit accounting, finance, banking and insurance professionals.
No upfront fee. You pay only if you hire.
Need someone now? Call 305-306-4829.
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
- Controller
- CFO
- VP Finance
- FP&A Director
- Accounting Manager
- Director of Accounting
- Assistant Controller
- Tax Director
- Treasury Manager
- Internal Audit Director
- Senior Accountant
- Financial Analyst
- Head of Financial Reporting
- Commercial Lender
- Chief Credit Officer
- Business Systems Finance Lead
- No upfront fee
- Pay only if you hire
- Accounting, finance, banking and insurance
- We reach people who aren’t on job boards
- Replacement terms on standard searches
01
What does this hire really come down to?
This role manages the financial health of clinics and hospital units. You need someone to own the P&L and explain variance against clinical metrics. They must control the budget cycle and reconcile payer mix shifts.
Expect them to build driver-based models that connect patient volume to revenue. They must reconcile contractual allowances and explain why reimbursement rates fluctuate. They need to translate clinical activity into financial reality for operational leaders.
Ask them: How do you model contractual adjustments when payor contracts change? Show me how you track direct labor costs against daily census. When did you find a revenue leak through variance analysis?
When scoping this role, ask the candidate to walk you through a recent model they built for reimbursement forecasting. You are not looking for a general spreadsheet answer. Watch for how they handle the friction between clinical data and financial outputs. Ask if their previous budget process relied on top-down directives or bottom-up driver analysis. If they say they only used historical data, they lack the skill to handle current payer mix shifts. Push them to explain how they scrubbed data from systems like Epic or Oracle Health. If they struggle to define the audit trail for their logic, you will spend months fixing their errors. Ask for specific examples of when they identified a flaw in the contractual allowance calculation. A strong candidate will talk about reconciling gross-to-net fluctuations during quarterly closes. Listen for their process of vetting raw data inputs from clinical staff before that data hits the financial model. If they cannot explain why a specific reimbursement rate moved, they will fail to provide the operational insight your team requires. During this discussion, look for evidence that they have managed the cycle from initial forecast to final year-end reconciliation. If they haven't worked with cost reports, they will be blind to how specific service lines impact the bottom line. Evaluate their ability to simplify complex financial narratives for non-financial leaders without losing the underlying accuracy. If the candidate relies on jargon rather than clear logic, they will frustrate your operational partners. Verify that they have personally stress-tested their models against different census scenarios before presenting to leadership.
- 01We audit their prior configuration of EPM software like Adaptive or Anaplan to confirm they can maintain the model logic.
- 02We confirm they have managed a full budget cycle from start to finish at a provider site.
- 03We audit their ability to explain the difference between gross revenue and net patient service revenue.
- 04We check if they have dealt with Medicare cost reports and the complexity of reimbursement cycles.
- 05We filter for those who have worked with electronic health records systems like Epic or Oracle Health for data extraction.
- 06We confirm they understand the nuances of revenue cycle management and how it impacts the bottom line.
02
Where do we find them?
We source from regional hospital systems, private physician practice networks, and ambulatory surgery centers. We look for analysts who have moved from clinical operations into pure finance roles. These people often switch firms to gain exposure to larger, more complex payer contracts or to move from simple reporting into strategic modeling.
We track finance pros looking for a change due to localized consolidation or restructuring. They move when their current scope hits a ceiling or when a new system implementation finishes and leaves them with repetitive maintenance work.
Before you meet a candidate, we host a scoping session to map your unique reimbursement cycles against their past project constraints. We ask for the exact configuration of their previous revenue models, specifically whether they built driver-based logic for Medicare versus commercial payors. You must choose between a candidate who prioritizes fast automated reporting over one who performs deep, manual audit work on data integrity. We verify their recent hands-on experience with bad debt reserves and contractual allowances to confirm they possess the ability to reconcile complex billing outputs before these figures dictate your operational budget.
- 01Ignoring the impact of high-deductible health plans on cash collection timelines.
- 02Overcomplicating the model to the point where operational leads cannot interpret the output.
- 03Failing to account for seasonality in patient census data when setting annual targets.
03
The search in three steps
These steps define our process for finding your manager.
We filter the market for healthcare specific EPM and modeling experience.
We present candidates who have direct history with reimbursement and payer mix variables.
You interview and we secure the hire with pay only if you hire our candidate.
- 01Identify high-intent candidates in the provider finance space.
- 02Conduct technical screen on modeling and healthcare data fluency.
- 03Coordinate your interviews and finalize terms for the hire.
04
Which related hiring decisions are worth comparing?
How your FP&A Manager search runs
How does The Six-Step Search work?
One sequence, from a well-defined seat to a shortlist you can judge.
Search Calibration
We start with a call about the seat, the books, the owners and the people the hire will work with. We learn what the role must fix in the first year and what would make a candidate wrong even if the resume looks right.
You get: A written search brief: scope, must-haves, deal-breakers and the pay range, agreed with you.
Market Mapping
We map the companies and institutions where the right people already work: similar size, similar ownership, similar complexity, in your market and in others.
You get: The target list of companies and institutions we will search, reviewed with you before outreach.
Professional Contact Intelligence
We find direct ways to reach the people on the map. Most are employed and not reading job boards, so reaching them takes real research.
You get: Direct routes to people who are not on job boards, researched for your search.
Persistent Personalized Outreach
We call and write to people individually and follow up. Interest varies, so we discuss the actual opportunity rather than promising a particular response.
You get: One-to-one conversations about your actual role, followed up, never a mass email blast.
Live Candidate Qualification
We speak with every candidate before you do. We check scope, systems, reporting lines, compensation expectations, location and why they would move.
You get: Only candidates we have spoken with, checked on scope, systems, pay, location and motive.
Candidate Intelligence and Process Support
You receive a short written brief on each finalist covering what they have done, where they are thin and what they want. Then we help with interviews, references and the offer.
You get: A short written brief on each finalist, plus help with interviews, references, counteroffer risk and the offer.
Questions people ask
When do we pay for finding someone to own the P&L and clinical metrics?
No upfront fee. You pay only if you hire.
How is the authority defined for this role?
This manager holds authority over the accuracy of the financial forecast and operational budget variances. They do not have final approval on clinical staffing or direct patient care expenditures.
Does this role require specific certifications?
While HFMA credentials indicate a focus on healthcare finance, they are not required. We prioritize technical fluency in EPM tools and reimbursement logic.
How does this role differ from a corporate finance analyst?
A healthcare provider finance manager must interpret contractual allowances and Medicare reimbursement complexity. A generic corporate analyst usually lacks the specific payer mix knowledge required for hospitals or ASCs.
What is the fee for a FP&A Manager search?
No upfront fee. You pay only if you hire. The fee and terms are agreed in writing before we start.
How soon will I see a FP&A Manager shortlist?
It depends on the seat, the location and the pay. We give you an honest read after the calibration call and we do not promise dates we cannot control.
What about counteroffers on a FP&A Manager hire?
We ask every FP&A Manager candidate early why they would move and what their employer might do to keep them. Counteroffer risk goes in the written brief before you make an offer.
What is your guarantee?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What don't you do?
We do not post your FP&A Manager job and forward whoever applies. We do not send stacks of unscreened resumes, and we do not recruit outside accounting, finance, banking and insurance.
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No upfront fee. You pay only if you hire.
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
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