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POSITION OBJECTIVE The Executive Director of Operations is the pivotal strategic leader responsible for orchestrating and optimizing the comprehensive administration of all interdisciplinary research and academic operations within the of Biomedical Engineering. This role demands a sophisticated understanding and seamless integration of systems across both the School of Medicine and the Case School of Engineering, effectively bridging the two divisions. Given the department¿s unique dual-school structure, the position entails a matrix reporting line to the department chair, supplemented by dotted line reporting to and support from the Associate Dean for Administrative Operations in the School of Medicine and the Associate Dean of Finance and Administration in the Case School of Engineering. Furthermore, the Executive Director will engage extensively with a diverse array of external community partners, including city officials, regional entities in Northeast Ohio, the VA, the Cleveland Clinic, and the Lerner Research Institute. This engagement ensures that all projects and activities adhere to both contractual obligations and institutional policies. The Executive Director will also act as a representative for the schools in the formulation and implementation of new interdisciplinary administrative and research policies and procedures. In addition to these responsibilities, the Executive Director will collaborate closely with senior leadership to devise and execute both long-term and short-term strategic initiatives. This includes aligning staffing levels, positions, and organizational structures to adapt to the evolving environment, thereby ensuring the optimal utilization of limited financial and human capital resources.   ESSENTIAL FUNCTIONS 1. Strategic Planning: Provide strategic leadership in department operations by establishing comprehensive goals and priorities while vigorously measuring and analyzing outcomes. Serve as a key advisor to the chair to navigate the interdisciplinary financial and administrative aspects of working with multiple entities, both internal and external facing. Define and evaluate strategic alternatives through the development of financial models and reports, provide recommendations on a course of action when needed. Perform comprehensive reviews on policies and processes to improve efficiency and effectiveness in the academic and research enterprise and to improve ease-of-function in the department overall. Work closely with the department chair and finance and administration leadership in both schools to assure strategic initiatives are incorporated into a department five-year plan. Make recommendations on policy development and implementations as well as strategic alternatives. Have a thorough understanding for the cultures that exist within the external and internal entities so that roadblocks can be removed and processes flow seamlessly between units. Provide ideas and solutions to address problems and formulate alternative strategies. Identify and recommend cost saving measures and innovative business practices. (20%) 2. Sponsored Research: Oversee the research operations including developing and maintaining productive, efficient, and effective administrative operations for Faculty with primary appointments in both schools. Collaborate with the department chair, faculty, and research administrative staff in the department and in school and university offices in order to enhance sponsored research grant programs. This includes seeking out funding opportunities and guidance in application processes. Work with 12 grant managers to prepare monthly financial reports for individual faculty with basic and/or clinical research grants and/or programs, establishing benchmarks for budgetary review. Review analysis of staffing expenses, non-salary expense projections, a