Director, Experience and Culture

Description & Requirements

Role Location: Nashville, Tennessee

Travel: Up to 33% annually

Job Summary

• The Director, Experience & Culture sets the company strategy and operating model for
• strengthening team member engagement, culture, and the day-to-day team member
• experience across National Veterinary Associates. Reporting to the VP, Talent &
• Organizational Effectiveness, this role serves as a strategic advisor to People, Field
• Operations, Medical, and business leaders and translates NVA's values and people
• priorities into scalable programs, leadership practices, and measurable workforce
• outcomes. The Director owns the company team member-listening architecture, culture
• activation roadmap, recognition and belonging strategy, and experience standards across
• key moments in the team member lifecycle.

Essential Job Responsibilities

• Define and lead a multi-year Experience & Culture strategy aligned with NVA's business

priorities, People strategy, values, and workforce needs across 1300 sites and the

support center

• Own the company team member-listening strategy, including annual engagement

surveys, targeted pulse checks, lifecycle surveys, focus groups, qualitative listening,

segmented insight generation, and action-planning governance

• Establish the company culture and leadership-behavior framework, translating NVA's

values into clear expectations, practical leader routines, team agreements, and

consistent ways of working

• Set experience standards across priority moments in the team member lifecycle,

including onboarding, early tenure, role transitions, leadership changes, development,

internal mobility, and exit

• Develop the field activation model for Experience & Culture, including hospital

• playbooks, leader toolkits, site champion networks, implementation guidance, and
• targeted interventions for hospitals, regions, or functions showing engagement or
• retention risk

• Integrate culture and team member-experience considerations into company

• transformations, acquisitions, operating-model changes, technology implementations,
• and major workforce initiatives; establish listening and adoption measures for affected
• populations

• Lead NVA's inclusion, belonging, and community-building strategy, including ally and team

member resource groups, to foster connection, representation, and an environment where

all team members can thrive.

• Lead, coach, and develop the Experience & Culture team; establish clear

accountabilities, operating rhythms, and performance expectations

• Manage the Experience & Culture operating plan, budget, technology, vendors, program

governance, implementation risks, and measurement approach; evaluate program

effectiveness and redirect investment when impact is not demonstrated

Key Deliverables/Outcomes

• Three-year Experience & Culture strategy and annual operating plan approved, funded,

and translated into clear company priorities, milestones, accountabilities, and

outcome measures

• Company team member-listening architecture implemented with annual survey,

targeted pulses, lifecycle listening, segmented insight readouts, confidentiality

standards, and action-planning governance across all divisions

• NVA culture and leadership-behavior framework developed and embedded into

onboarding, leadership development, performance expectations, recognition,

communications, and team routines

• Experience & Culture dashboard and quarterly executive review established with

actionable trends, workforce risks, intervention priorities, and progress against

company outcomes

Success Metrics/KPIs

• Engagement index: year-over-year improvement in favorable responses on core

engagement items at company, division, region, and hospital levels

• Action-plan completion and effectiveness: percentage of required plans completed on

time and measurable improvement in the priority items addressed

• Priority-site recovery rate: percentage of identified hospitals or regions showing

sustained improvement in engagement, leadership, wellbeing, or retention indicators

following intervention

• Recognition reach and participation: percentage of team members giving or receiving

meaningful recognition and representation across roles, locations, and work schedules

• Program adoption and impact: participation, completion, behavior change, and

targeted workforce outcomes for culture, leadership, onboarding, wellbeing, and

recognition programs

• Team member confidence in follow-through: favorable response to whether leaders

listen, communicate actions, and make meaningful improvements based on feedback

Key Internal and External Stakeholders

• Internal: Chief People Officer; VP, Talent; People Leadership Team; People Business
• Partners (PBPs); Field Operations and Medical Operations leadership; Internal
• Communications; Learning & Development; Talent Management and Succession; People
• Operations; People Analytics and People Systems; Total Rewards and Benefits; Talent
• Acquisition; Inclusion & Belonging; Legal, Compliance, and Safety; M&A and Integration
• teams; and hospital leadership teams.
• External: Engagement and pulse-survey platform vendors; recognition technology
• providers; wellbeing, mental-health, and team member-assistance partners; leadership?development and executive-coaching providers; culture and organizational-development
• consultants; facilitation and learning partners; employer-brand agencies; veterinary
• professional associations; and healthcare and workforce benchmarking organizations.

Experience

• 8+ years of progressive expertise in team member experience, engagement,

organizational development, culture, change, talent management, people partnering,

leadership development, or closely related People roles

• Experience supporting large, multi-site, distributed, frontline-heavy organizations;

veterinary services, healthcare, hospitality, retail health, or another clinical or service

environment strongly preferred

• Demonstrated experience developing and executing a company Experience & Culture

strategy and translating broad priorities into scalable programs, field tools, governance,

and sustained operating routines

• Experience advising senior executives and influencing leaders across People,

Operations, Medical, and other functions in a complex, matrixed organization

• Experience integrating culture and team member experience into acquisitions,

reorganizations, technology implementations, or other complex company

transformations preferred

• Exceptional executive communication, facilitation, storytelling, and data-to-insight

skills, with the ability to simplify complex workforce issues for varied audiences

Education / Certifications / Licensing

• Bachelor's degree in People Management, Organizational Development, Industrial?Organizational Psychology, Communications, Business Administration, Healthcare

Administration, or a related field required

• Master's degree in Organizational Development, Industrial-Organizational Psychology,

Business Administration, Healthcare Administration, or a related discipline preferred

• SHRM-SCP, SPHR, or a comparable senior-level People certification preferred
• Certification or demonstrated proficiency in Gallup, or a comparable tool preferred
• Familiarity with People systems, analytics, learning, recognition, and workflow

platforms such as Dayforce, , or comparable systems preferred

• Veterinary or clinical license is not required; familiarity with veterinary healthcare,

• clinical teams, or 24/7 care environments is strongly preferred
• Job requirements, including essential job responsibilities, key deliverables and outcomes,
• and success metrics, are subject to change based on business needs

Compensation

• FLSA Status: Exempt, Salaried
• Base Salary: $170,000-180,000
• Annual Incentive Plan: 20%