Vice President, Medical Affairs
Posted Oct 1, 2026 · We last checked this listing on Oct 6, 2026
Likely interview questions for this role
Written from this job description, not a generic list. Each one notes what the interviewer is really checking.
About your past
Tell me about a time you had to address a physician whose behavior or outcomes were a real problem. What did you do, and how did it end?
What they are checking: Whether they will actually confront a peer physician, and whether they do it fairly and with documentation.
Walk me through a quality or patient safety improvement you led from the data to a lasting change in practice.
What they are checking: Whether they have moved a measure themselves, not just presided over a committee that reported on it.
Physician recruitment in rural markets is hard. What have you personally done to recruit and keep physicians somewhere they did not grow up?
What they are checking: Whether they understand retention as much as recruitment in a rural system that depends on hard-to-fill positions.
Tell me about a time physician engagement scores or burnout were a problem on your watch. What did you change?
What they are checking: Whether they treat engagement as something they own and can act on, not a survey result to explain away.
Why do you want to move from clinical or departmental leadership into a regional VPMA role, and what part of clinical work are you prepared to give up?
What they are checking: Whether they have thought clearly about the tradeoffs of executive leadership and want the job for the right reasons.
What would you do
You would be the one-up for every Department Chair in the region. How would you run your monthly meetings with them so they produce improvement and not just updates?
What they are checking: Whether they can hold chairs accountable for results while keeping them as partners rather than subordinates who report status.
A department has no appointed chair and you have to step into that role on top of your own. How do you decide what to take on and what to let wait?
What they are checking: How they triage when stretched thin, and whether they protect patient safety work over administrative tasks.
You report to the Chief Physician but work daily with the Market President. What do you do when the two of them want different things from your region?
What they are checking: Whether they can manage a dual reporting line openly instead of quietly picking a side or stalling.
How do you take a system-wide goal and make it make sense to physicians in a small hospital who feel decisions are made far away?
What they are checking: Whether they can translate system priorities for local physicians without dismissing their concerns or simply passing orders down.
How do you balance operational efficiency targets with physicians who say a change will hurt patient care?
What they are checking: Whether they can weigh cost and quality honestly and know when to push back on the business side.
About the work
What is your experience with the Medical Executive Committee, credentialing and peer review, and where have you seen those processes break down?
What they are checking: Real working knowledge of medical staff governance and the honesty to name its weak points.
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As published by Sanford Health.