Hiring, Reporting, Ownership & Guardrails · The organizational infrastructure required to execute a 25-market expansion across 5 regional pods
25
Target Markets
7
Corporate Hires
5
Regional Pods
25
Target Markets
4
Branch Roles per Market
100+
Total Hires at Scale
18
Current ADC (Idaho Falls)
Org Chart
Role Deep Dives
Hiring Timeline
Market ↔ Role Mapping
Branch Template
Guardrails
Owner
Joshua Owen
Executive
Dir of Operations
Operations
Travel · $130K + bonus · Hire #1
Dir of Growth, Sales & Marketing
Revenue
Travel · $150K–$175K + bonus · Hire #2
Licensing, Compliance & Survey Readiness
Compliance
Travel · $100K + per-office bonus · Hire #3
Clinical Systems, Quality & Enablement
Clinical
Travel · $75K–$100K · Hire #4
People & Finance Ops Manager
People + Finance
Travel · $115K · Hire #5
Recruiter & Training Coordinator
Hiring Velocity
Travel · $75K–$80K + bonus · Hire #6
Operations & Admin Coordinator
Gap-Filler
Waco-Based · $60K–$75K · Hire #7
Branch Level · Per Market
Branch Administrator
Reports to Dir of Ops
Director of Nursing (DON)
Reports to Administrator
Dotted line → Clinical Systems Lead
Hospice Marketer
Reports to Dir of Growth
Dotted line → Branch Admin
Clinical Staff
RN, SW, Chaplain, Aides
Reports to Branch DON
Click any node to jump to the role deep dive. Solid lines = direct reports. Dotted lines noted on cards.
Sequenced to match expansion velocity. Corporate infrastructure first, then branch-level hiring scales with market launches.
How each pod maps to the corporate org. Every pod needs the same corporate support infrastructure, but branch-level hiring scales per market.
Branch staffing by pod at full build
Every market gets the same branch template. This is the repeatable unit that makes the model scalable.
Standard Branch Org — Per Market
Branch Administrator
→ Reports to Director of Operations
Owns branch ops, staff leadership, P&L execution. First hire in every new market.
Director of Nursing (DON)
→ Reports to Branch Administrator
Patient care, clinical staffing, documentation. Dotted line to Clinical Systems Lead for standards.
Hospice Marketer
→ Reports to Dir of Growth
Revenue generation. Owns facility/physician relationships. Dotted line to Branch Admin for local coordination.
Clinical Staff (RN, SW, Chaplain, Aides)
→ Reports to Branch DON
IDG team. Scales with census per staffing model triggers.
Corporate compensation investment
$130K
Dir of Ops (+ quarterly bonus)
~$200K
Dir of Growth (base + bonus)
$100K+
Compliance Lead (+ per-office)
$75–$100K
Clinical Systems Lead
$115K
People & Finance Ops
$60–$80K
Recruiter + Admin Coordinator
What makes this repeatable
The corporate layer (7 hires) is the investment that makes every subsequent branch cheaper and faster to launch. Director of Ops handles launch readiness and holds Administrators accountable. Recruiter fills every hiring pipeline. Compliance Lead handles licensure across all states simultaneously. People & Finance Ops runs payroll and HR for the entire organization. Growth Director trains and manages every marketer across all branches. Clinical Systems Lead standardizes care delivery so quality is consistent everywhere. Admin Coordinator handles the orphaned tasks that otherwise slow everyone down. The branch template stays the same whether it's office #2 or office #25.
Clear ownership boundaries prevent overlap, finger-pointing, and scope creep as the org scales. Each role has explicit "does NOT own" guardrails.