Hospital Director

Job Summary: 

The COO/Hospital Director will provide strategic leadership and executive oversight for entire hospital operations, ensuring the delivery of high-quality patient care, regulatory compliance, financial sustainability, and long-term organizational growth. He/She will partner closely with clinical and administrative leaders to drive operational excellence, develop long-term strategies, and position the hospital as a leading healthcare provider in the region. 

Job Responsibilities:

Timely Commencement and Phased Commissioning  

Deliver on-time go-live and subsequent phase gates with explicit readiness criteria (licensing, staffing and training, equipment validation, safety drills, information systems, revenue-cycle dry runs). 

Publish a commissioning dashboard; maintain a risk register; escalate critical path issues with mitigation plans. 

Ensure readiness of Operating Theatres, Endoscopy rooms, ICU, Laboratory, Radiology, Nuclear Medicine, and Pharmacy for each phase; conduct mock inspections and close actions before go/no-go. 

Drive the phased expansion of IP beds, ICU beds, Operating Theatres, Endoscopy suites, and new clinical specialties in alignment with the business feasibility plan, regulatory requirements, and demand forecasts. Ensure each expansion stage is backed by robust operational readiness, resource planning, credentialing, infrastructure activation, and financial viability assessments. 

Strategy, P&L and Growth  

Own the hospital P&L; achieve revenue, margin, and cash-flow targets approved by the Board. 

Translate group strategy into annual operating plans and service-line business cases for: Gastroenterology and GI Surgery, Surgical Oncology, Medical Oncology, Cardiology, ICU, Operating Theatres, Endoscopy Suites, Radiology, Nuclear Medicine, and a full-service Laboratory. 

Lead pricing and contracting with insurers and corporate clients; develop referral networks and community partnerships to grow outpatient and inpatient volumes.  

Operations and Administration (Non-Clinical)  

Lead Operations, Finance, Human Resources, Supply Chain, IT, Facilities, Health & Safety, Revenue Cycle, Patient Experience & Sales and Marketing. 

Optimize throughput and access: bed occupancy, Average Length of Stay (ALOS), operating theatre on-time starts and room turns, ICU throughput, endoscopy utilization, imaging and laboratory turnaround times, denial prevention and recovery. 

Drive continuous improvement and prudent cost management without compromising patient experience.  

Clinical Coordination  

Operate a formal cadence (Operations Council, Quality and Safety forums, weekly huddles) to align staffing, scheduling, and capacity with clinical pathways. 

Jointly discuss and agree on key clinical strategies and service priorities; remove administrative barriers to clinical performance while respecting clinical autonomy. The COO/Hospital Director executes operational fixes, and the Medical Director owns clinical judgment. 

Jointly monitor quality and patient-experience indicators and implement operational corrective actions.  

Regulatory, Accreditation and Compliance (Administrative Scope)  

Secure and maintain approvals from DHCC, DHA/MoHAP, Civil Defense, Municipality, FANR and other authorities per phase; keep all licenses current. 

Representing the hospital to regulators (DHCC, DHA, MoHAP), insurers, investors, and media. 

Maintain continuous accreditation readiness (e.g., JCI, ISO, CAP etc) through policy deployment, staff training, documentation, audits, and timely closure of findings. 

Uphold ethical business practices, data privacy, radiation safety, and robust financial/contractual controls.  

People, Culture and Physician Engagement (Administrative Scope)  

Build a high-performing administrative leadership team; ensure workforce planning, productivity, and retention for clinical and non-clinical functions. 

Partner with the Medical Director on physician engagement (operating theatre access, endoscopy scheduling, multidisciplinary team meetings). 

Foster a culture of accountability, collaboration, service excellence, and patient-first behaviors.  

Digital, Data and Analytics  

Increase adoption of the hospital information system and electronic records for scheduling, documentation, coding integrity, analytics, and board reporting. 

Advance automation of pre-authorizations, inventory, and quality reporting; ensure a single source of truth for performance data.  

Innovation, digital health adoption, sustainability initiatives (green hospital practices), and AI‑enabled patient care models. 

Risk, Security and Business Continuity  

Own the administrative risk register; lead business continuity planning, facility readiness, vendor risk and cyber security; run periodic drills and report posture to the Board.  

Brand, Partnerships and Community  

Position the hospital as a regional GI-led center with Oncology and Cardiology anchors; build affiliations, outreach, and reputation through targeted programs. 

Act as the hospital’s ambassador, building trust with patients, community leaders, and international partners. 

Board Reporting and Governance  

Provide timely performance packs; seek approvals for capital and major contracts; ensure transparent escalations and audit closures.  

Ensure effective governance processes, transparent reporting, and compliance with board directives. Support board committees with timely insights and risk assessments. 

Environmental Health and Safety  

Ensure full compliance with all authority requirements across clinical and non-clinical functions; adhere to organizational health and safety roles, standards, and legal obligations.