• Provides overall regional leadership direction and management assistance of operation processes and initiatives within the system for their defined PAM Health rehabilitation and specialty hospital accounts • Provides oversight of all operations, financial, clinical, and quality processes including inventory management, accreditation standards, State and Federal legal requirements, distribution systems, automation, utilization patterns, and computer systems • Interfaces with system and local CEOs, COOs, CNOs, risk managers/QI committee corporate operations managers, and local pharmacy managers • Has general managerial responsibilities and P&L accountability for their accounts. • Provides oversight and assistance with system-based operations programs and processes to ensure compliance with State and Federal regulatory guidelines • Oversees system wide inventory management and purchasing programs and processes • Monitors medication error and ADR reporting within the market • Monitors and measures systems purchasing activities • Performs productivity reviews as necessary • Provides oversight and direction for hospital pharmacy manager involvement in system quality improvement committees • Develops and mentors pharmacy managers in operational skills • Conducts operational audits and assists with action plans to correct problems at local hospital level • Participates in the budget process • Assists in the contract renewal process • Involved in the recruitment, hiring, and retention of managers and staff

• Define and execute a next-generation MSP service desk strategy centered on high-touch, white-glove client experience. • Position the service desk as a value driver (client satisfaction, retention, upsell), not just a cost center. • Develop tiered service offerings (e.g., standard vs. premium/concierge support models) aligned to client segments. • Embed client-specific context into service delivery, ensuring support interactions reflect each client’s environment, priorities, and user needs. • Stand up initial service center operations using a distributed, cross-functional contributor model. • Establish intake channels (portal, chat, phone, dedicated client lines) with priority routing for high-touch clients. • Create foundational SOPs, playbooks, and client-specific runbooks. • Launch a knowledge-centered service (KCS) model tailored to client environments. • Define early SLAs / XLAs with an emphasis on experience-level outcomes, not just resolution speed. • Establish clear ownership models to ensure every request is tracked, managed, and resolved end-to-end. • Transition to a dedicated, client-aligned service desk organization with named ownership models. • Introduce pod-based or client-aligned support structures (e.g., service pods, technical account alignment). • Develop workforce strategy including skill-based routing, coverage models, and high-touch escalation paths. • Introduce automation to improve efficiency while preserving high-touch, human-led interactions for critical and high-value client engagements. • Build a concierge-level support tier for high-value clients and critical services.

• Define and execute a next-generation MSP service desk strategy centered on high-touch, white-glove client experience. • Position the service desk as a value driver (client satisfaction, retention, upsell), not just a cost center. • Develop tiered service offerings (e.g., standard vs. premium/concierge support models) aligned to client segments. • Embed client-specific context into service delivery, ensuring support interactions reflect each client’s environment, priorities, and user needs. • Stand up initial service center operations using a distributed, cross-functional contributor model. • Establish intake channels (portal, chat, phone, dedicated client lines) with priority routing for high-touch clients. • Create foundational SOPs, playbooks, and client-specific runbooks. • Launch a knowledge-centered service (KCS) model tailored to client environments. • Define early SLAs / XLAs with an emphasis on experience-level outcomes, not just resolution speed. • Establish clear ownership models to ensure every request is tracked, managed, and resolved end-to-end. • Transition to a dedicated, client-aligned service desk organization with named ownership models. • Introduce pod-based or client-aligned support structures (e.g., service pods, technical account alignment). • Develop workforce strategy including skill-based routing, coverage models, and high-touch escalation paths. • Introduce automation to improve efficiency while preserving high-touch, human-led interactions for critical and high-value client engagements. • Build a concierge-level support tier for high-value clients and critical services. • Own end-to-end client support experience, measured through both operational and experiential metrics. • Implement and track KPIs including CSAT, XLAs, FCR, and MTRS. • Act as a senior escalation point for high-priority client issues. • Partner with Client Success, Account Management, and Delivery teams to ensure aligned, seamless client engagement. • Ensure consistent, proactive communication with clients throughout the issue lifecycle, eliminating the need for follow-ups or escalation for status visibility. • Establish ITSM best practices (Incident, Request, Problem, Change) while adapting for client-specific flexibility. • Build real-time dashboards and client-facing reporting that demonstrate value and transparency. • Drive proactive and preventative support through trend analysis, recurring issue identification, and environment-level insights. • Implement service reviews and feedback loops with clients to continuously refine delivery. • Leverage automation, AI, and virtual agents to augment (not replace) human support. • Introduce predictive and proactive support capabilities using analytics and telemetry. • Continuously benchmark against leading MSP and enterprise service models. • Evolve the service model to prioritize client experience, ownership, and business impact—not just ticket resolution. • Finalize a target operating model. • Implement customer facing proactive support functions.

Role Description In this highly visible role as Underwriting Director, FCCI Specialty is seeking an influential underwriting leader to own the Senior Underwriting production team, drive profitable new business growth and new product development. Reporting directly to Senior Leadership, the Director will serve as the primary referral authority for the Senior Underwriting team including: - Establishing and communicating underwriter performance goals - Reviewing submission referrals - Overall performance management and training This role will allow for hands-on access to handle FCCI Specialty's most complex accounts, accurately assessing account eligibility as well as leading product and process improvements, determining rating methodology and many other key aspects for the successful growth of our E&S Division. This position may be based at one of FCCI's offices in Richmond, VA, Lawrenceville, GA, or Corporate Headquarters in Sarasota, FL, or performed on a remote (within FCCI states) or hybrid basis depending on candidate location and business need. Benefits - Flexible Work Environment - Paid Family Leave - Competitive PTO & Holidays - Recognition & Bonus Programs - Medical, Vision, Dental & Life Insurance - Employee Referral Bonus - Paid Volunteer Time - 401(k) Match & Profit-Sharing Company Description FCCI is a trusted provider of commercial property and casualty insurance, surety and risk management services in the Southeast, Gulf Coast, Midwest, Southwest, Mid-Atlantic regions of the U.S. We continue to expand and diversify our operations, while delivering specialized market expertise and a local presence. We are looking for employees who share our values of loyalty, integrity, vision, excellence and service.