Healthcare-Linen Network Recovery Leader

The mandate

Two hospitals quarantined linen after segregation and wash-release evidence could not be reconciled, while recurring ward stockouts and unexplained textile loss drove emergency purchases. Plants report kilograms processed, hospitals report usable items, and transport teams close deliveries at dock receipt. The regional operations president departed after customers imposed cure notices. The interim takes executive authority across the service chain while quality and infection-prevention specialists retain release and safety decisions.

The seat starts within two weeks and runs ten months through two customer audits, peak elective activity and a permanent search opening in month three. The first twenty days secure soiled-to-clean separation, reconcile critical stock and stop unsupported release. Months two through six rebuild item custody, plant flow, maintenance, transport and ward replenishment. The final period proves recovery through outage, surge and contamination exercises before the successor chairs six network reviews.

Handover is complete when the permanent leader has run six reviews, both audits close without material repeat findings, critical wards sustain agreed par levels, and sampled items trace from collection through hygienic release and ward receipt. The successor inherits plant capacity, textile-loss cohorts, hospital obligations, quality actions, equipment and supplier risks, route plans, labour constraints and a ninety-day agenda owned by permanent plant and account leaders.

The interim may change plant allocation, suspend an unsafe process, rebalance inventory, reset route and implant routines, replace temporary suppliers within approval and settle service credits up to AED2 million. Closing a plant, changing validated wash parameters, dismissing general managers, altering labour terms, terminating strategic customers or committing more than AED15 million requires executive or committee approval. Authorised quality officers decide hygienic release; hospitals govern clinical use.

New-plant construction, textile-design strategy, infection investigation inside hospitals and enterprise-system replacement are excluded. The interim will not mix quarantined stock, weaken segregation, count emergency rental as recovered inventory or improve loss measures by reducing ward availability. Work concerns safe service of existing contracts and an attributable textile loop; technical validation, infection-control conclusions and customer clinical decisions remain outside executive recovery.

Why this seat is open

Contamination evidence and hospital stockouts revealed that plant output, textile custody and ward availability were being governed separately. Customer sanctions and an executive departure created a time-critical control gap. The owner needs a healthcare-services operator who can protect quality independence, make immediate capacity choices and leave a successor with a proven item-level service.

What you will own

• Reconcile soiled collection, sorting, wash, release, packing, dispatch, hospital receipt, ward stock and return by item cohort, ownership class and quarantine status.
• Decide plant, inventory and transport allocation within delegation against hospital criticality and verified capacity.
• Reset segregation, maintenance, flow, route and ward-replenishment routines with named evidence owners.
• Establish textile-loss categories separating wear, condemnation, hospital retention, transport loss and unrecorded movement.
• Close customer cure actions through sampled item journeys and independently approved quality evidence.
• Exercise plant outage, contamination hold, transport loss, demand surge and critical-item shortage.
• Induct the permanent leader and transfer contracts, quality actions, capacity models and unresolved risks.

Candidate qualifications

• Has held executive authority across healthcare laundry, sterile services or comparable regulated multi-site processing operations serving critical clinical customers through disruption.
• Can evidence simultaneous recovery of hygienic control, asset custody and customer service under formal sanction.
• Understands dirty-clean segregation, wash validation, textile pools, plant maintenance, transport and ward replenishment.
• Has protected independent quality release while making urgent production and allocation decisions.
• Can distinguish kilograms processed from usable-item availability and complete textile-loop economics.
• Has handed a time-bounded plant-network recovery to permanent leadership after customer audits.

Non-negotiables

• Can start in Dubai within two weeks and rotate weekly among plants and hospital service locations.
• Will not override quality release, infection-prevention, validation or hospital clinical authority.
• Brings direct regulated processing accountability; generic facilities or hospitality laundry experience is insufficient.
• Will preserve quarantined, missing, condemned and emergency-rented stock in service evidence.

1. 49 words maximum. Which linen or sterile-service metric most seriously overstated usable customer availability?
2. 49 words maximum. Confirm your earliest Dubai start date and the largest regulated plant network you led.
3. 49 words maximum. How have you protected independent product release during a critical hospital shortage?