Chief Executive Officer

Chief Executive Officer - Veterinary Hospital

Role Purpose:

Own the Veterinary hospitals overall performance-strategy, growth, clinical excellence, financial outcomes, and culture-within a clinically led, admin supported model. The CEO's mandate is support first toward CMOs: secure resources, remove blockers, and integrate operations so clinical leaders set standards of care and focus on patient outcomes.

The CEO will:

- Enable clinical strategy set by CMOs.

- Resource people, equipment, CAPEX, and operating budgets.

- Protect patient safety, clinical autonomy, and time for clinical governance (protocols & QA).

- Integrate hubs and silos into a coherent referral ecosystem with the COO as executive owner for site operations.

- Interface with Academics when requested (e.g., scheduling/data), without line ownership.

Scope of Responsibility:

- Multi site operations across India and UAE, expanding to additional GCC/SEA markets as approved by the Board.

- Specialty verticals (silos): Ophthalmology, Oncology, Dermatology, Dentistry, Exotics.

- CMO structure: Silo CMO (S CMO) leads the specialty across all locations; Hub CMO (H CMO) is location specific and governs all specialties at the hub.

- Location leadership: L GMs (cross service line oversight) report to COO.

- Central functions: Finance, People & Culture, Technology & Data (EHR, BI, AI), Marketing & Brand, Regulatory & Quality, Supply Chain & Procurement, Legal & Compliance.

- Out of scope: Academic & credentialing programs (residencies, GP/PG Certificates, faculty partnerships).

Key Responsibilities:

Service Line Leadership & Dyad Governance:

- Establish and uphold Dyad Charters for each location/service line pairing (S CMO or delegated Service Line Leader + L GM) with clear decision rights and escalation paths.

- Example: Ophthalmology (Eye Vet) - Clinical strategy and standards led by the S CMO (Ophthalmology); the CEO ensures resourcing (talent, microscopes/phaco/ERG/FA, imaging access), hub integration, and referral growth.

- Convert clinical roadmaps into budgeted operating plans (specialist hiring, equipment, OR blocks, clinic footprints).

- Remove blockers fast: approvals, vendor SLAs, recruitment, facility upgrades, and digital tooling (EHR templates, registries, BI views).

- Run quarterly service line reviews balancing outcomes, experience (NPS/referral retention), throughput, and unit economics.

- Protect clinical autonomy; intervene only on safety, compliance, or fiduciary grounds, with transparent rationale.

Strategy & Network Growth:

- Own thehospitals hub and silo blueprint; balance greenfield builds with acquisitions and JVs.

- Lead corporate development/M&A: pipeline creation, diligence (commercial/clinical/financial/regulatory), valuation & deal structuring, post merger integration.

- Table a 3-5 year expansion plan with AOPs, capital roadmaps, and city by city clinical portfolios.

- Build and protect referral ecosystems; pilot membership/managed care constructs where appropriate.

- Lead fundraising efforts with the support of CFO and other CxOs

P&L Ownership & Capital Allocation:

- Full P&L accountability: revenue growth, gross margin improvement, and EBITDA expansion.

- Optimize unit economics per site: case mix, imaging/OR utilization, pharmacy/lab attach, membership & ancillaries.

- Oversee CAPEX (fit outs, equipment acquisition, uptime SLAs) and working capital discipline (procure to pay, inventory turns, credit control).

- Manage lender/investor relations; produce timely, decision useful board reporting.

Operations & Clinical Excellence:

- Standardize SOPs, clinical pathways, escalation protocols; ensure 24/7 ER readiness.

- Ensure EHR adoption, coding discipline, and OR block management; drive throughput without compromising outcomes.

- Institute clinical governance cadence with CMOs: outcomes audits, M&M reviews, adverse event reporting, continuous improvement.

- Elevate patient experience (NPS), communication standards, and referral feedback loops.

Academics (Out of scope - led by VP Academics/Dean):

- Out of scope: Academic & credentialing programs (residencies, GP/PG Certificates, faculty partnerships) are led by Academics.

- Interfaces only: coordinate non conflicting OR/clinic access and provide data extracts upon formal request.

Quality, Safety & Compliance:

- Own the Quality Management System: infection control, sterilization, radiation safety, anesthesia protocols, medication stewardship, biosafety, waste management.

- Ensure compliance with laws/regulations (veterinary councils, radiation/biomedical waste, labor & EHS).

- Maintain incident response plans and a living risk register with mitigation owners.

People & Culture:

- Practice servant leadership-CxOs support clinical leaders; build trust, alignment, and accountability without top down overrides.

- Protect clinical time (incl. protocol/QA work); recognize protocol authorship and QA contributions in performance & rewards.

- Formalize career ladders for clinicians (specialist - service line leader) and for administrators in dyad roles.

- Reduce clinician admin burden via centralized ops, coordinators, and smart EHR workflows.

Brand, Growth & Partnerships:

- Own consumer and B2B brand strategy for the Veterinary hospital and sub brands.

- Scale demand generation: GP liaison, digital funnels, community education, corporate partnerships.

- Represent the hospital in the CEO capacity and liase with government bodies, universities, associations, and media.

Technology, Data & AI:

- Scale a secure, interoperable EHR; deploy BI dashboards and operating scorecards with daily/weekly cadence.

- Champion AI enabled tools (triage assist, imaging QA) with strong data governance and cybersecurity.

- Drive automation in revenue cycle, procurement, and scheduling; support tele consults and remote case conferences.

Supply Chain, Infrastructure & Support Services:

- Centralize procurement; negotiate enterprise SLAs; enforce preventive maintenance.

- Ensure facility uptime, utility redundancy, disaster readiness; maintain a rolling asset replacement plan.

Governance, Risk & Legal:

- Establish robust governance: board packs, quarterly reviews, audit & compliance committees, policy frameworks.

- Oversee legal: licensing, contracts, IP, data protection, litigation strategy; ensure ethical marketing and consent practices