National Screening Mission-Delivery Command Leader

The mandate

The programme director became seriously ill eight weeks before the first national invitation wave. Regional teams have clinics and outreach plans, but invitation volumes are not reconciled to confirmatory imaging, pathology turnaround, navigation staff or transport support. Each partner can describe local readiness while no executive holds the complete path from eligible population to communicated result and referral. A temporary command leader is required to protect both launch date and equitable access.

The appointee must begin within two weeks for a ten-month fixed term while the consortium determines the enduring programme structure. The first month creates one capacity-backed invitation sequence and readiness gate for all 14 regions. Months two through seven mobilise waves, resolve early cohort failures and expand only when diagnostic capacity is proven; the final period completes the national handover after two stable reporting cycles and an independent equity review.

Handover is complete when all authorised regions operate the same minimum pathway, every open invitation and abnormal result is traceable, diagnostic turnaround meets the board threshold for two consecutive cycles, underserved cohorts have funded access interventions, and the successor can run the national performance forum without temporary escalation. The board must also hold a residual-capacity plan for seasonal demand and a tested pause mechanism that does not strand participants.

The interim may sequence regional waves, cap invitation volumes, redeploy programme staff, require partner recovery plans and approve access interventions up to MYR 8 million within the agreed budget. Changes to clinical eligibility, screening interval, diagnostic standard, patient-consent policy or national funding require clinical, governmental or board approval. The leader cannot direct independent clinicians, determine individual diagnosis or award permanent laboratory and imaging contracts.

Clinical guideline revision, long-term electronic-record replacement, broader oncology capacity strategy and permanent consortium organisation design remain outside scope. The incumbent will surface their constraints but not absorb them. The mandate is specifically to make the approved screening pathway deliverable and fair through launch, rather than redefine the national clinical policy or healthcare financing model.

Why this seat is open

An unforeseen leadership absence occurred at the point when regional readiness had to become one national operating decision. Partner goodwill cannot substitute for authority over sequencing, capacity and escalation. The consortium has therefore created a temporary executive seat with a defined mission and exit condition while protecting the absent director’s privacy and preserving future organisation choices.

What you will own

• Decide the capacity-backed invitation sequence across 14 regions using eligible population, diagnostic throughput, staffing and access evidence.
• Gate each mobilisation wave through end-to-end pathway tests covering invitation, consent, screening, abnormal finding, diagnosis and referral.
• Cap or pause volumes when downstream capacity, result communication, patient navigation or transport support falls below safe thresholds.
• Direct recovery plans for laboratories, imaging partners, contact centres and regions without crossing independent clinical-decision boundaries.
• Allocate the delegated access budget toward language, transport, mobile provision and navigation interventions with measured cohort outcomes.
• Chair the national performance forum linking participation, equity, turnaround, unresolved results, capacity and accountable executive action.
• Hand the successor two stable cycles, a residual-capacity plan, complete participant ledger, open risks and a tested pause-and-resume protocol.

Candidate qualifications

• Led population screening, vaccination or another national health mission with coupled invitation, diagnostic and referral capacity.
• Has paused or resequenced public rollout when downstream clinical throughput could not safely absorb the planned demand.
• Understands equity, consent, clinical independence, data traceability and partner-accountability consequences in population programmes.
• Can command public, private and community delivery partners without pretending they share one employment or governance structure.
• Used cohort evidence to fund access interventions and distinguish nominal availability from genuinely reachable service.
• Completed a time-bound health-programme handover after achieving stable national cadence and closing participant-risk backlogs.

Non-negotiables

• Available in Kuala Lumpur within two weeks and able to complete all six regional readiness visits.
• Brings national or multi-region health mobilisation authority; advisory public-health strategy alone is insufficient.
• Accepts no clinical eligibility, diagnostic, consent-policy, individual-patient or permanent procurement authority.
• Will disclose healthcare-provider, laboratory, imaging, technology and government-advisory relationships before appointment.

1. 49 words maximum. Describe a health rollout you paused because downstream capacity made continued invitation unsafe or unfair.
2. 49 words maximum. Confirm your earliest Kuala Lumpur start and the largest multi-region mission you personally commanded.
3. 49 words maximum. Which measures would tell you that nominal screening access is not equitable access?