CEO

Chief Executive Officer (CEO) — The Specialty Vet (TSV)

Location: India (Mumbai/Pune) with regular travel across India and UAE (Dubai)

Reports to: Board of Directors

Date: Nov 2, 2025 | Version: Final Clean v3.0

 

Org Alignment (at a glance)

Direct reports to CEO: COO; CFO; CHRO; CTO/CIO (HealthTech & Data); VP Corporate Development & M&A; Head—UAE Operations; Head—Marketing & Brand; Head—Regulatory & Quality; General Counsel/Head—Legal & Compliance.

Location General Managers (LGMs): Solidline to COO (crossserviceline site execution); dottedline visibility to CEO via scorecards and reviews.

Academics: VP Academics/Dean (separate reporting — collaboration only). CEO has no line responsibility for academics.

About TSV

The Specialty Vet (TSV) is building India’s first integrated, multispecialty veterinary healthcare platform. TSV combines strategic hospitals (city hubs)—24/7 emergency/critical care with advanced imaging (CT/MRI) and multidisciplinary teams—with highdepth specialty centers (silos) in Ophthalmology (Eye Vet), Oncology (Cancer Vet), Dermatology, Dentistry, and Exotics. A unified EHR/data stack, quality system, and operating playbooks drive consistent outcomes across India and the Middle East.

Role Purpose

Own TSV’s overall performance—strategy, growth, clinical excellence, financial outcomes, and culture—within a clinically led, adminsupported model. The CEO’s mandate is supportfirst 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

• Multisite 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 (SCMO) leads the specialty across all locations; Hub CMO (HCMO) is locationspecific and governs all specialties at the hub.

• Location leadership: LGMs (crossserviceline 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).

Operating Principles — Clinically Led, AdminSupported

1. Serviceline authority (silospecific). Clinical standards, credentialing, case selection, and clinical governance are led by the SCMO for each specialty across the network. The CEO approves budgets, ensures compliance, and provides operational lift.

2. Dyad governance. Two dyads operate in parallel:

o Silo dyad — SCMO (specialty across locations) + Location GM/Hospital Administrator (ops enablement for that specialty at the site[s]).

o Hub dyad — HCMO (locationspecific across all specialties colocated at the hub) + Hospital Administrator/LGM.
LGMs report to the COO, who is the executive owner for the operations side of all dyads. Decision rights are documented in a Dyad Charter + RACI; unresolved conflicts follow patient safety > quality > finance.

3. Protected time & funding. Protocol development and QA receive ringfenced resources. (Academic time/budget is led by the Academics function and is outside CEO scope.)

4. Resource velocity. Timetodecision for critical hires, equipment, and facility upgrades is a CEOlevel KPI.

5. Transparency. Balanced scorecards (outcomes, experience, economics) drive joint clinical + administrative actions.

Dyad Governance — Definition, Decision Rights & Cadence

What is a dyad?

A coleadership model pairing a CMO with Chief Medical Officers to jointly run a specialty (silo) or a site (hub).

• Silo dyad: SCMO + Ops Lead/LGM. SCMO sets standards, credentialing, clinical governance; Ops Lead/LGM ensures staffing, schedules, budgets, vendor SLAs, scaling.

• Hub dyad: HCMO + Hospital Administrator/LGM (sitelevel operations across all specialties).

Both dyads are jointly accountable for outcomes, experience, and economics; the COO is the executive owner for the LGM side.

Decision rights (overview)

• CMO (owns): clinical protocols/pathways; credentialing & supervision; case selection & surgical indications; clinical QA/CAPA.

• LGM / Operations Lead (owns): serviceline/site P&L; throughput & scheduling (clinics/ORs) and rota; supply chain & vendor SLAs; patientexperience ops; demandgen execution; EHR workflow enablement.

• Joint (codecide): headcount plans/hiring slates; CAPEX proposals and equipment selection; pricing & packages; marketing claims referencing clinical outcomes; opening/closing services or sites.

Abbreviations: CMO Chief Medical Officer (silospecific = SCMO; hub/sitespecific = HCMO); LGM Location General Manager; CFO Group CFO; QA Head—Regulatory & Quality; CEO Chief Executive Officer; COO Chief Operating Officer; CHRO Chief HR Officer.

RACI template (illustrative)

	Decision	R	A	C	I
Update clinical protocol/pathway (silo)	CMO	CMO	QA, LGM	CEO, COO, CFO
Select clinical equipment specs (silo)	CMO	CMO	LGM, QA, CFO	CEO, COO
Purchase equipment & vendor award	LGM	LGM	CMO, CFO, QA	CEO, COO
Hire specialist (silo)	CMO	CMO	LGM, CHRO	CEO, COO
Hire admin/ops staff (site)	LGM	LGM	CHRO, CMO	CEO, COO
OR block policy & scheduling (site)	LGM	CMO	QA	CEO, COO
Pricing & package changes	LGM	CFO/CEO	CMO, Marketing	COO
Marketing claims referencing outcomes	CMO	CMO	Legal, Marketing, LGM	CEO, COO
Annual serviceline budget (silo slice)	LGM	CFO/CEO	CMO	Board, COO

Each silo/hub finalizes its RACI in the Dyad Charter; keep one A per row wherever possible.

Cadence & artifacts

• Daily (10 min): census/ER list, OR readiness, staffing red flags.

• Weekly (60 min): backlog & throughput, OR & imaging utilization, complaint log, hiring pipeline, CAPEX status.

• Monthly (90 min): scorecard review (outcomes, NPS/referral retention, revenue, margin, QA) and variance actions.

• Quarterly (120 min): strategy & roadmap, talent review, risk register.

• Annual: budget & capital plan; Charter refresh.

Core artifacts: Dyad Charter, RACI, monthly scorecard, staffing plan, CAPEX A3s, risk & incident register.

Escalation & tiebreakers

If a dyad cannot resolve a decision within 48 hours, escalate jointly to CEO + CMO + COO (and CFO/QA as needed). Tiebreakers follow: patient safety → quality → finance.

Antipatterns to avoid

• Admin overriding clinical standards; clinicians bypassing agreed ops processes.

• Shadow hierarchies and side channels; decisionmaking without data.

• Meeting creep and role drift; unclear ownership of CAPEX and hiring.

Success measures for a dyad

• Timetodecision for hires/CAPEX; % initiatives resourced on plan.

• Clinical outcomes and incident CAPA closure times; referral retention/NPS.

• Utilization of clinics/OR/imaging vs targets; margin vs AOP (casemix adjusted).

• Engagement and attrition within thresholds.

Key Responsibilities

0) ServiceLine Leadership & Dyad Governance

• Establish and uphold Dyad Charters for each location/serviceline pairing (SCMO or delegated ServiceLine Leader + LGM) with clear decision rights and escalation paths.

• Example: Ophthalmology (Eye Vet) — Clinical strategy and standards led by the SCMO (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 serviceline 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.

1) Strategy & Network Growth

• Own TSV’s hubandsilo blueprint; balance greenfield builds with acquisitions and JVs.

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

• Table a 3–5 year expansion plan with AOPs, capital roadmaps, and citybycity clinical portfolios.

• Build and protect referral ecosystems; pilot membership/managedcare constructs where appropriate.

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

2) P&L Ownership & Capital Allocation

• Full P&L accountability: revenue growth, grossmargin improvement, and EBITDA expansion.

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

• Oversee CAPEX (fitouts, equipment acquisition, uptime SLAs) and working capital discipline (procuretopay, inventory turns, credit control).

• Manage lender/investor relations; produce timely, decisionuseful board reporting.

3) 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.

4) Academics (Outofscope — led by VP Academics/Dean)

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

• Interfaces only: coordinate nonconflicting OR/clinic access and provide data extracts upon formal request.

5) 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.

6) People & Culture

• Practice servant leadership—CxOs support clinical leaders; build trust, alignment, and accountability without topdown overrides.

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

• Formalize career ladders for clinicians (specialist → serviceline leader) and for administrators in dyad roles.

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

7) Brand, Growth & Partnerships

• Own consumer and B2B brand strategy for TSV and subbrands.

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

• Represent TSV with government bodies, universities, associations, and media.

8) Technology, Data & AI

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

• Champion AIenabled tools (triage assist, imaging QA) with strong data governance and cybersecurity.

• Drive automation in revenue cycle, procurement, and scheduling; support teleconsults and remote case conferences.

9) Supply Chain, Infrastructure & Support Services

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

• Ensure facility uptime, utility redundancy, disasterreadiness; maintain a rolling assetreplacement plan.

10) 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.

Key Relationships

• Internal: Board; Founder/Medical Directors; Group COO/CFO/CHRO/CTO; CMOs (Silo & Hub); Heads of QA/Regulatory; Site Medical Directors; LGMs/Hospital Administrators (dyads; solidline to COO); Corporate Development; VP Academics/Dean (separate reporting — collaboration only).

• External: GP networks; university & faculty partners; vendors/OEMs; regulators; landlords; lenders/investors; media.

Success Metrics (Illustrative)

• Serviceline enablement: CMO satisfaction; % clinical initiatives resourced on plan; median timetodecision for hires/CAPEX.

• Network growth vs plan (sites launched, timetobreakeven, occupancy/utilization).

• Revenue growth, gross margin, EBITDA margin, and cash conversion vs AOP.

• Clinical outcomes (protocol adherence, complication rates), patient experience (NPS), referral retention.

• EHR/data adoption; scorecard reliability; audit closure rates.

• Talent metrics: specialist hiring velocity, pipeline health, attrition within thresholds.

• Compliance: zerotolerance breaches; regulatory audits passed; incident reduction YoY.

Candidate Profile

Experience

• 15–20+ years in multisite healthcare, veterinary, diagnostics, specialty care, or adjacent sectors; P&L leadership at 200–500 cr+ scale preferred.

• Demonstrated success in dyad governance and partnering with clinical leaders; experience leading through a COO/LGM matrix with crossserviceline site operations.

• Proven ability to scale networks (greenfield + M&A), integrate acquisitions, and build highreliability operations.

• Appreciation for academic/credentialing ecosystems (no line ownership) and strong commitment to clinical governance and quality.

• Track record of datadriven decisionmaking and technology enablement (EHR/BI/AI).

Education

• MBA/MPH/MD/BVSc & AH or equivalent advanced degree preferred; veterinary/medical background is a plus but not mandatory. Competencies & Traits

• Servant leader with lowego, highEQ collaboration style; deference to clinical judgment with clear accountability on outcomes and ethics.

• Strategic architect + handson operator; structured thinker with bias to action.

• Exceptional people leadership: attracts Aplayers, builds trust, and raises the bar.

• Financial fluency; comfortable with capital planning, pricing, and incentive design.

• Communication excellence with Board, clinicians, and clients.

Other Requirements

• Willingness to travel 40–60% across India and UAE; flexible onsite presence.

30–60–90 Day Expectations (Guide)

Days 0–30 — Listen & Learn

• Site walks across hubs/silos; shadow ER/OR; meet SCMOs & HCMOs, COO, and LGMs.

• Review AOPs, scorecards, budgets, pipeline, risk register; align FY priorities.

Days 31–60 — Align & Organize

• Finalize org plan and charters; confirm dyad governance and cadence.

• Lock annual execution plan (growth, CAPEX, hiring), procurement calendar, and marketing roadmap.

Days 61–90 — Execute & Report

• Launch operating scorecard rhythm; institute clinical governance/audit cadence.

• Table a Boardapproved 3year plan with milestones and capital asks.

Compensation & Benefits

• Marketcompetitive fixed compensation, performancelinked bonus, and longterm incentives (ESOP/phantom) per Board approval.

• Benefits aligned to leadership band; relocation support as needed.

Equal Opportunity & Ethics

TSV is an equal opportunity employer. We are committed to fair, inclusive, and ethical workplaces. All employment decisions are based on merit, competency, and business need.