VP, Business Unit Strategy & Integration (Remote) - GovCIO

Business Unit Strategy and Integration

• Partner with the SVP to translate business unit strategy into clear priorities, operating plans, measurable objectives, and accountable execution.
• Maintain an integrated view of the business unit’s delivery, financial performance, client relationships, workforce, technical priorities, growth pipeline, and organizational risks.
• Identify connections, conflicts, dependencies, and opportunities that may not be visible when programs are managed independently.
• Ensure the SVP has timely, accurate, and decision-ready information.
• Prepare analyses, options, recommendations, and decision materials for significant business unit matters.
• Translate executive decisions into clear actions, owners, timelines, and follow-through.
• Maintain visibility into key commitments and ensure that decisions and action items are closed.
• Help the leadership team distinguish between information that should be monitored, issues requiring intervention, and decisions requiring SVP involvement.
• Support annual planning, strategic planning, organizational design, investment decisions, and business unit performance reviews.

Business Unit Operating Rhythm

• Design and manage a consistent operating rhythm across the business unit.
• Coordinate weekly leadership meetings, monthly business reviews, program-health reviews, financial reviews, growth discussions, and strategic planning sessions.
• Ensure meetings are decision-oriented, supported by reliable data, limited to the appropriate participants, and followed by clear accountability.
• Integrate information from delivery, finance, growth, contracts, staffing, and client engagement into a coherent view of business unit performance.
• Reduce redundant reporting and administrative burden by creating reliable sources of information and common operating practices.
• Identify patterns across programs rather than treating each risk or issue as an isolated event.
• Escalate emerging concerns early and ensure leaders are not surprised by known delivery, client, workforce, financial, or contractual risks.
• Improve the speed and quality of decision-making across the business unit.

Technical and Delivery Integration

• Develop a working understanding of the technical environments, architectures, platforms, delivery models, dependencies, and modernization roadmaps across the business unit.
• Connect technical delivery realities to business, financial, contractual, and client implications.
• Review program-health information and challenge assumptions where delivery status, technical risk, staffing, schedule, scope, or client expectations do not align.
• Identify common technical capabilities, reusable solutions, shared services, and lessons learned that can benefit multiple programs.
• Promote technical coordination across programs supporting VBA, NCA, VA OIT, and other VA stakeholders.
• Help identify cross-program dependencies involving data, cybersecurity, infrastructure, cloud, DevSecOps, platforms, integrations, and enterprise services.
• Coordinate technical reviews or subject-matter-expert support when a program requires additional scrutiny or assistance.
• Support the planning and execution of program-recovery or stabilization efforts.
• Ensure technical risks are expressed in clear business terms so leaders understand their effect on mission outcomes, contractual performance, schedule, staffing, cost, and client trust.
• Help ensure modernization strategies consider the complete Veteran and family journey rather than individual programs or organizational silos.

Financial and Business Performance

• Partner with the SVP, vice presidents, program leaders, and finance team to monitor revenue, gross profit, contribution, forecast accuracy, staffing, utilization, subcontractor performance, and investment.
• Analyze business performance and identify trends, risks, discrepancies, and opportunities requiring leadership attention.
• Help ensure financial forecasts reflect actual delivery conditions, staffing plans, contract actions, funding status, and client decisions.
• Develop scenario analyses to support staffing, investment, organizational, and growth decisions.
• Connect financial outcomes to their operational causes rather than treating financial performance as a separate reporting function.
• Track corrective actions associated with financial or operational performance.
• Support the development of the business unit’s annual operating plan and periodic forecasts.
• Promote disciplined use of business unit resources while protecting delivery quality, employee experience, client trust, and long-term growth.

Growth and Market Development

• Support the business unit’s strategy to keep the base, grow the base, and win new work.
• Connect delivery insights, client needs, technical capabilities, and market intelligence to potential growth opportunities.
• Maintain visibility into the business unit’s qualified pipeline, recompetes, organic growth opportunities, and strategic pursuits.
• Help ensure growth priorities align with organizational capacity, technical capabilities, investment requirements, probability of win, financial objectives, and long-term market position.
• Coordinate participation from delivery, technical, growth, capture, proposal, pricing, and solutioning teams.
• Support opportunity shaping, capture reviews, solution development, proposal planning, and executive presentations.
• Track growth decisions and commitments through completion.
• Identify opportunities that span multiple programs or business units and coordinate an integrated GovCIO approach.
• Ensure the business unit is using its delivery experience, technical knowledge, and client insight to strengthen GovCIO’s broader position across VA.

Client and Executive Support

• Help the SVP prepare for significant client meetings, executive reviews, internal discussions, and business decisions.
• Develop concise, accurate, and decision-oriented briefings, talking points, analyses, and recommendations.
• Participate in selected client and partner meetings where business unit coordination or follow-through is required.
• Capture commitments, decisions, risks, and client feedback and ensure they are communicated to the appropriate leaders.
• Help maintain consistency in GovCIO’s messaging and commitments across programs and VA organizations.
• Ensure internal leaders understand the broader client context surrounding individual contract or program decisions.
• Support transparent communication when delivery capacity, contract scope, funding, schedule, technical dependencies, and client expectations are not aligned.

Cross-Business-Unit Collaboration

• Work across GovCIO business units for the common good of VA, Veterans, their families, and GovCIO.
• Help create a unified view of VA priorities that may span multiple organizations, contracts, and business units.
• Coordinate shared capabilities, technical expertise, lessons learned, client insights, and delivery resources.
• Identify opportunities for programs and business units to solve common problems together.
• Challenge siloed approaches when they create duplication, inconsistent client experiences, or unnecessary organizational friction.
• Support enterprise initiatives even when the immediate benefit does not accrue solely to the Benefits & Memorials Business Unit.
• Help ensure VA experiences one aligned GovCIO rather than separate internal organizations.
• Promote shared purpose, shared accountability, and a shared operating rhythm for work that crosses organizational boundaries.

Leadership and Organizational Effectiveness

• Build trusted working relationships with vice presidents, program leaders, technical leaders, and functional partners.
• Influence outcomes through credibility, judgment, preparation, and follow-through rather than positional authority alone.
• Help leaders clarify priorities, resolve dependencies, and remove barriers to execution.
• Recognize when an issue should remain with the accountable vice president or program leader and when broader business unit intervention is required.
• Support leadership-team effectiveness, succession planning, talent discussions, workforce planning, and organizational development.
• Identify areas where inconsistent leadership practices are creating different employee or client experiences across the business unit.
• Model direct, respectful, and constructive communication.
• Handle sensitive personnel, client, financial, contractual, and strategic information with discretion and sound judgment.

• Ten or more years of progressive experience in federal technology, program delivery, business operations, consulting, government contracting, or a comparable environment.
• Demonstrated ability to work across technical delivery and business-management disciplines.
• Experience supporting complex IT modernization, application development, digital services, data, cloud, cybersecurity, infrastructure, or enterprise technology programs.
• Strong understanding of federal contracting, program delivery, financial management, growth, staffing, and client engagement.
• Ability to interpret technical issues and clearly communicate their business, contractual, financial, and mission implications.
• Experience working with senior executives and leading cross-functional initiatives.
• Strong analytical, problem-solving, executive-writing, and presentation skills.
• Demonstrated ability to organize complex information, identify patterns, develop recommendations, and drive follow-through.
• Ability to influence senior leaders without relying solely on formal authority.
• Sound judgment and the ability to manage confidential or sensitive matters.
• Experience supporting the Department of Veterans Affairs or another large federal agency strongly preferred.
• Bachelor’s degree required; advanced degree or relevant technical, program-management, financial, or agile certifications preferred.

If you are selected to move forward through the process, here’s what you can expect:

• During the Interview Process
• Virtual video interview conducted via video with the hiring manager and/or team Camera must be on A valid photo ID must be presented during each interview

During the Interview Process

• Virtual video interview conducted via video with the hiring manager and/or team
• Camera must be on
• A valid photo ID must be presented during each interview

During the Interview Process Virtual video interview conducted via video with the hiring manager and/or team Camera must be on A valid photo ID must be presented during each interview

• During the Hiring Process
• Enhanced Biometrics ID verification screening Background check, to include: Criminal history (past 7 years) Verification of your highest level of education Verification of your employment history (past 7 years), based on information provided in your application

During the Hiring Process

• Enhanced Biometrics ID verification screening
• Background check, to include:
• Criminal history (past 7 years) Verification of your highest level of education Verification of your employment history (past 7 years), based on information provided in your application

Background check, to include:

• Criminal history (past 7 years)
• Verification of your highest level of education
• Verification of your employment history (past 7 years), based on information provided in your application

At GovCIO, we consistently hear that meaningful work and a collaborative team environment are two of the top reasons our employees enjoy working here. In addition, our employees have access to a range of perks and benefits to support their personal and professional well-being, beyond the standard company offered health benefits, including:

• Employee Assistance Program (EAP)
• Corporate Discounts
• Learning & Development platform, to include certification preparation content
• Training, Education and Certification Assistance*
• Referral Bonus Program
• Internal Mobility Program
• Pet Insurance
• Flexible Work Environment