Build the Operating System — Not Another Layer of Bureaucracy.
Dream Sleep Center is looking for an experienced healthcare operator who can turn vision into reliable execution, build self-managing teams and help an established physician-led practice scale without becoming corporate, slow or founder-dependent.
We do not need someone to “manage the office.”
We need someone who can make the organization clearer, stronger and easier to run.
The right leader sees the whole operating system: people, roles, accountability, patient flow, scheduling, recruiting, scorecards, communication, process ownership and growth.
They do not become the answer to every question. They build a team in which the right person owns the answer.
Create a self-managing operating system that can grow.
Dream is moving toward a model in which the founder spends more time on vision, medical direction, clinical quality, major decisions and developing leaders — while routine execution is owned by capable people throughout the organization.
Vision, medicine and the decisions that truly require ownership.
- Strategy and long-term direction
- Medical direction and clinical quality
- Major hiring and key culture decisions
- Major legal / ownership / enterprise decisions
- New-business concepts and high-level relationships
Translate that direction into dependable execution.
- Operating rhythms and follow-through
- Team-lead development and accountability
- Role clarity and process ownership
- Recruiting systems and onboarding
- KPI visibility and bottleneck removal
- Expansion readiness and operational discipline
A durable independent practice — not a founder-dependent job shop.
Dream Sleep Center has an established clinical platform, two Southern Colorado locations and significant room to grow. The next stage depends on systems and leaders that work even when the founder is not physically present.
The work sits where people, process and performance meet.
People systems
Role clarity, team leads, accountability, communication, coaching structures and escalation.
Operating rhythms
Huddles, weekly operational review, KPI review, action ownership and reliable follow-through.
Process ownership
Make sure recurring workflows have an owner, documented standards and an improvement loop.
Recruiting + onboarding
Build a proactive pipeline, structured screening, strong offers and better first-90-day integration.
Patient experience
Use process data and feedback to reduce friction and strengthen access, service and follow-through.
Growth readiness
Make expansion possible without adding chaos or recreating founder dependence.
We want fewer bottlenecks — including you.
An executive who personally catches every dropped ball becomes the next bottleneck. The better model is to build capable owners throughout the organization.
Give authority
People need enough information and decision rights to own their work.
Set the standard
Purpose, responsibilities, battle rhythm and scorecard make success visible.
Coach ownership
Develop people who solve problems rather than simply transfer problems upward.
Not a meeting creator. Not a professional permission-giver. Not the chief firefighter.
The role should reduce organizational drag. Meetings should be brief and useful. Escalation should be intentional. Repeated issues should produce a process fix. Good ideas should move quickly enough to test, learn and improve.
Listen first. Clarify second. Then make the system stronger.
Understand the system
Learn the clinics, people, patient flow, current Freedom Maps, recurring bottlenecks, metrics and informal ownership patterns.
Clarify ownership
Strengthen team-lead lanes, assign recurring responsibilities, define escalation and clean up communication / meeting rhythms.
Build durable execution
Run the scorecard, close recurring gaps, strengthen recruiting/onboarding and show that fewer routine issues require founder involvement.
Success is measurable.
We care less about how busy the executive looks and more about whether the organization works better.
A healthcare operator who builds calm, capable teams.
Sleep-medicine or specialty-practice management experience would be particularly valuable, but the deeper requirement is demonstrated success leading people, systems and operations in a healthcare environment.
“What did the organization stop depending on you for because of the systems and leaders you built?”
Growth. Love. Ownership. Excellence.
Leadership at Dream should make the organization stronger without making it heavier.
An established platform with enough scale to matter — and enough whitespace to build.
Dream Sleep Center has operated in Southern Colorado since 2011 and now has locations in Pueblo and Colorado Springs. The organization is mature enough to have real systems, people and complexity — but still independent enough that a capable leader can materially shape how it grows.
This is the attraction for the right practice executive: you are not inheriting a blank sheet, and you are not disappearing into a national corporate hierarchy.
Pay should match the scope of the role and the value created.
Executive compensation will be individualized based on experience, responsibilities, operating scope and performance expectations. We are particularly interested in experienced practice managers or healthcare executives who can demonstrate that they have successfully built systems, developed leaders and improved performance.
Exact compensation, incentives, benefits and title are discussed confidentially as role scope and candidate fit become clear.
What executive candidates usually want to know.
Is this a COO, practice administrator or operations-leader role?
The exact title can follow the scope and the person. The important part is the mission: build reliable operating systems, develop self-managing teams, strengthen accountability and make responsible growth possible.
Do you require sleep-medicine experience?
No, but direct sleep-clinic or specialty-practice management experience would be highly valuable because it shortens the learning curve around scheduling, testing, providers, payer complexity and clinical operations.
Would I have real authority?
Yes, within clearly defined operating lanes. Dream wants decision-making at the right level rather than an executive who must ask permission for every routine issue. Major ownership, legal, enterprise-strategy and medical-direction decisions remain with the founder / ownership level.
Is the goal to centralize everything under the executive?
No. The goal is the opposite: build strong team leads and stakeholders who own their work. The executive creates clarity, cadence and accountability so fewer decisions need to travel upward.
What is the founder trying to step away from?
Routine scheduling, day-to-day staffing problems, maintenance issues, workflow questions, routine approvals and being the default solver of operational fires. The founder's role is intended to move toward vision, medical direction, clinical quality, strategy, innovation and developing leaders.
What kind of person will struggle here?
Someone who needs a large bureaucracy to create authority, avoids metrics or accountability, creates organizational drama, hoards decisions, or prefers managing activity over building durable systems.
What does success look like after the first year?
The organization should be clearer and more self-managing: stronger leaders, better ownership, useful scorecards, fewer repeated problems, proactive recruiting and less founder dependence for normal operations.
Have you built a medical practice that runs better because of the systems and leaders you created?
Tell us what you have built, what you owned, what improved and what kind of organization you want to help create next.