Vice President, Revenue Cycle

Who We Are: At Guardian Restoration Partners, we are on a mission to build the most impactful restoration business in the industry. Our network of "Guardians" helps property owners in crisis rebuild their lives after devastating events like water, fire, and mold damage. As part of our team, you’ll be contributing to a company that values results, integrity, and putting customers first. Guardian is a high-growth, private equity–backed company building a national platform in the restoration and field services industry. Through a focused acquisition strategy and strong organic growth, we are creating a best-in-class organization that combines local market expertise with the scale, systems, and discipline of a national platform. We are a passionate group of professionals committed to preserving the legacy of small and medium-sized businesses while accelerating their growth. We bring deep expertise and a hands-on approach to support our partners, expand the Guardian network, and make a lasting, positive impact across every organization Guardian Restoration Partners is seeking a Vice President of Revenue Cycle to build and lead an enterprise function with direct ownership of Estimating and Claims Management. Reporting to the Chief Financial Officer, this leader will be accountable for improving the speed, quality, consistency, and cost-effectiveness of Guardian’s revenue-cycle processes while protecting net ticket size, cash flow, and customer experience. Guardian’s Estimating and Claims Management functions are currently distributed across our partner companies. The Vice President of Revenue Cycle will establish enterprise best practices, create consistent performance visibility, and improve execution across markets while determining which activities should remain local, be regionalized, or be centralized. With alignment from executive leadership, this leader will implement the operational changes required to improve structure, accountability, and performance. Claims Management expertise is central to the role. The right leader will bring the judgment and analytical discipline to segment accounts, improve collector effectiveness, and determine when full pursuit, a payment plan, settlement, escalation, legal or lien action, external placement, or write-off creates the best risk-adjusted financial outcome. This leader will pair firm, respectful customer engagement with clear controls that improve cash recovery without compromising Guardian’s values or customer experience. This is a hands-on transformation role for a leader who can move from diagnosis to implementation and deliver measurable improvements in cash conversion, aging accounts receivable, estimating quality, claims management effectiveness, net recovery, and bad debt. Key Responsibilities: Lead Revenue Cycle Strategy and Cash Performance Own Guardian’s enterprise strategy, operating model, and performance for Estimating and Claims Management. Establish clear KPIs, dashboards, operating reviews, and accountability mechanisms across cash conversion, AR aging, estimate quality, supplement performance, claims management effectiveness, disputes, write-offs, bad debt, revenue leakage, and team productivity. Establish and implement enterprise best practices and performance standards across Guardian’s currently distributed operating model. Determine which revenue-cycle activities should remain local, be regionalized, or be centralized based on quality, speed, cost-to-serve, customer experience, and financial outcomes. Partner with the CFO, executive leadership, and functional leaders to align on operating-model changes and lead their implementation across markets. Partner with FP&A, Accounting, and Treasury to strengthen claims management forecasting, working-capital visibility, cash planning, and performance reporting. Work with Operations to define Guardian’s estimating strategy and translate it into clear documentation, quality-control, and execution expectations. Manage bad-debt expense within established targets and advise Accounting and Operations on insurance-reserve treatment. Build a lean, scalable staffing model that improves productivity, reduces duplication, and supports growth without adding unnecessary complexity or overhead. Balance collection speed, net ticket quality, customer experience, and cost-effectiveness when setting priorities and making decisions. Build a Disciplined Claims Management Operating Model Lead the Claims Management function to improve payment speed, reduce aging, resolve disputes, increase recoveries, and lower bad-debt exposure. Establish account segmentation, treatment strategies, outreach cadences, escalation paths, and decision rights for payment plans, settlements, external placement, legal or lien action, and write-offs. Use account-level and portfolio analytics to determine when continued pursuit or an alternative resolution will produce the strongest risk-adjusted financial outcome. Establish balanced Collector scorecards and incentives that measure sustainable cash recovery, portfolio movement, kept payment commitments, dispute resolution, quality, customer experience, productivity, account difficulty, and cost-to-collect. Build and develop the claims management team, including hiring or strengthening functional leadership where needed. Establish clear roles, caseloads, coaching, performance expectations, and accountability. Assess collector performance fairly by considering portfolio complexity and risk in addition to cash recovered and activity levels. Manage third-party claims partners closely and identify additional vendor relationships when needed. Ensure the team has the tools, training, escalation paths, and operating discipline needed to execute effectively at scale. Strengthen Estimating and Revenue Integrity Lead the Estimating function to improve estimate speed, accuracy, consistency, documentation alignment, supplement