We are hiring for a Hospital Located in South Delhi:

What Success in the Role Looks Like:

Over time, the successful COO should create an organisation in which Hospital operations are increasingly reliable and predictable

-Recurring operational problems, avoidable escalations and dependence on senior-management intervention decline; patient flow and service experience improve

- Functional heads operate against clear goals and measurable standards

- Performance reviews result in timely action and closure;

- Cross-functional problems are solved systematically rather than repeatedly managed as emergencies

- Manpower, infrastructure and other resources are used more productively

- Digital systems and data contribute meaningfully to operational improvement and management decision-making

- Regulatory, accreditation and compliance obligations are managed proactively and reliably

- Operational performance contributes meaningfully to financial sustainability; and the overall quality and depth of the Institute's management team improves.

4.1 Lead Hospital Operations:

Ensure that the hospital operates safely, reliably and efficiently on a day-to-day basis.

- Oversee the operational performance of outpatient, inpatient, diagnostic, theatre and other hospital services.

- Improve coordination across departments and the patient's journey through the hospital.

- Identify and resolve recurring operational bottlenecks, delays and service failures.

- Ensure effective use of beds, infrastructure, manpower and support capacity.

- Establish appropriate mechanisms for escalation, resolution and follow-through of significant operational issues.

4.2 Build Strong Functional Leadership and Accountability:

The COO will strengthen the quality, accountability and effectiveness of the functional leadership team. The role will:

- Ensure that each function has capable leadership and clearly defined accountability;

- Translate institutional priorities into meaningful functional goals and performance measures;

- Establish disciplined performance-review mechanisms;

- Coach and develop functional heads and address persistent performance gaps;

- Strengthen succession depth for critical positions; and

- Reduce unnecessary dependence on individual managers or senior-leadership intervention. The effectiveness of the COO will therefore be judged partly by the performance and capability of the functions and leaders developed under his or her supervision.

4.3 Establish a Disciplined Performance-Management System:

Create a consistent operating rhythm for the functions within the role's scope.

- Define meaningful departmental objectives and KPIs.

- Ensure reliable performance information and management dashboards.

- Conduct regular operating and performance reviews.

- Establish clear ownership of actions, timelines and closure.

- Escalate significant deviations where required. Performance discussions should become routine, evidence-based and focused on improvement rather than explanation alone.

4.4 Drive Operational Excellence and Continuous Improvement:

Continuously improve the way work is performed across the Institute.

- Identify processes that cause avoidable delay, rework, waste or poor patient experience.

- Use data and structured problem-solving to understand root causes.

- Redesign cross-functional processes where necessary.

- Establish appropriate standards and process ownership.

- Measure whether changes have produced sustained improvement.

- Develop managers across the Institute in systematic problem-solving and continuous improvement. Experience with Lean, Quality Improvement or comparable methodologies would be useful. Practical evidence of successful application is more important than formal certification.

4.5 Improve Patient Experience:

Ensure high standards across the non-clinical elements of the patient journey, including:

- Ease of access and navigation

- Waiting and turnaround times

- Registration, admission, billing and discharge processes

-Communication and service standards

- Complaint and grievance resolution; and

- identification and correction of recurring causes of poor patient experience.

4.6 Strengthen Productivity and Financial Sustainability:

Work closely with the Executive Director and Finance function to improve the operational drivers of financial performance.

- Improve manpower and infrastructure productivity.

- Control costs within the functions under the role.

- Improve utilisation of existing capacity.

- Reduce operational waste and avoidable consumption.

- Address operational causes of billing delay, revenue leakage, claim queries or deductions.

- Provide sound operational inputs to annual budgets, capital expenditure decisions and capacity planning. The role is not responsible for accounting or financial reporting, but is accountable for many of the operating levers that determine financial outcomes.

4.7 Ensure Reliable Support Services and Infrastructure:

Ensure that facilities and support functions consistently provide the environment required for safe, effective and reliable patient care. This includes oversight, through the relevant functional leaders, of:

- Engineering and utilities

- Biomedical equipment

- Procurement and supplies

- Housekeeping and environmental services

- Security and other outsourced or internally managed support services. The COO will also :

-Identify significant infrastructure, utility and equipment requirements

- Evaluate alternatives and recommend appropriate upgrades or replacements

- Coordinate the evaluation of major medical equipment and infrastructure purchases, working with clinical and technical specialists as appropriate

- Participate in negotiation with vendors where appropriate

- Prepare or review the operational and financial case for significant capital expenditure

- Recommend priorities to the Executive Director based on safety, clinical need, reliability, lifecycle cost and operational impact and oversee execution of approved projects to ensure appropriate quality, cost, timelines and minimum disruption to patient care. This may include major projects such as electrical-system upgrades, HVAC replacement, lifts, renewable-energy installations, building-services improvements and significant medical-equipment purchases. The emphasis is on sound judgement, reliable systems, effective functional leadership and disciplined capital stewardship, rather than routine personal supervision by the COO.

4.8 Digital Systems, Data and Information Technology:

Ensure that the Institute's digital systems and data effectively support patient care, operational performance, patient experience and management decision-making.

- Ensure effective utilisation and adoption of the HIS, EMR and other operational systems.

- Strengthen the reliability, quality and integrity of operational data.

- Develop meaningful dashboards and management information.

- Use technology and automation to improve workflows, patient access, billing, service delivery and productivity.

- Prioritise and coordinate system enhancements and upgrades with users and technical specialists.

- Ensure appropriate information-security, system-reliability and business-continuity arrangements through the IT function and relevant specialists. The objective is not merely to maintain technology systems, but to ensure that they contribute measurably to better operational performance, visibility and decision-making. The COO is not expected to be an IT specialist; the role is accountable for ensuring that the IT function has appropriate capability and that technology effectively serves the operational needs of the Institute.

4.9 Quality, Compliance, Regulatory Liaison and Organisational Readiness:

Ensure strong administrative systems for:

- NABH accreditation and continuous readiness;

- Applicable licences, registrations and statutory requirements;

- Timely applications, renewals, inspections and regulatory submissions;

- Effective coordination and liaison with relevant government departments, statutory authorities, accreditation bodies, utilities and other external agencies;

- Audit findings, non-conformities and corrective-action closure;

-Incident and risk-management processes;

- Emergency and business-continuity preparedness; and

- Appropriate documentation and management controls. The COO will ensure that regulatory matters have clear internal ownership, are tracked proactively and are handled transparently and in accordance with applicable law and institutional policy. The role will work closely with the Medical Director and other leaders where clinical governance, patient-safety or medico-legal matters require joint action.

4.10 Crisis Management and Senior Stakeholder Interface:

Represent the Institute, as required, in significant operational incidents, sensitive patient matters and interactions with senior external stakeholders, including government officials and other public authorities. Exercise sound judgement, discretion and composure in high-pressure situations, escalating appropriately to the Executive Director and Medical Director.

4.11 Growth and Expansion:

Support the Institute's future growth and expansion by translating strategic decisions into operational, infrastructure, manpower and systems requirements. The COO will:

- Assess the operational implications of expansion and new services;

- Develop capacity, manpower and support-function plans;

- Contribute to infrastructure and capital planning;

- Help define the operating model for expanded services;

- Coordinate commissioning and operational readiness for new capacity; and

- Ensure that growth does not compromise patient care, reliability, compliance or financial discipline.