Patient-Access Digital Portfolio Recovery Director — Hospital Network

The mandate

The network’s digital head left following an internal review of a rapid patient-app expansion from four hospitals to twelve. Reviewers found that appointment slots shown online did not consistently reflect consultant availability, consent versions could not always be reconstructed, and call-centre teams were manually rescuing failed registrations. Expansion is paused, although the acquired hospitals still need a common access route before year-end.

The interim will join within ten business days of acceptance and work from the Bengaluru group office and flagship hospital for nine months. Permanent recruitment begins after the consent and inventory controls pass an independent month-three review, allowing a minimum three-week overlap before the contract closes. This is a recovery appointment, not an audition for conversion.

Handover is complete only when one patient identity and consent trail operates across app, web, kiosks and assisted booking; reliable specialty and clinician capacity is exposed from all twelve campuses; two releases have completed without critical rollback; and booking conversion, abandoned journeys, no-shows and call-centre rescue reconcile independently. The successor must accept the portfolio, chair a hospital readiness review and own a funded twelve-month roadmap.

The director can stop a rollout, reprioritise the approved ₹58 crore portfolio, deploy temporary product or assurance specialists, set release-entry rules and require a hospital to close unsafe local workarounds. Changes to clinical consent policy, capital above the agreed envelope, permanent hiring and any decision affecting medical prioritisation need the appropriate clinical or executive approval; the interim may never override a clinician’s judgement or patient-choice rights.

Replacing the electronic medical record, redesigning clinical pathways and renegotiating insurer tariffs are beyond the assignment. It also excludes hospital-brand strategy and a separate pharmacy-commerce programme. Those leaders must provide interfaces and operating evidence, but their transformation agendas will not be folded into patient-access recovery merely because they share data.

Why this seat is open

The departing leader optimised for application adoption while accountability for consent, appointment truth and assisted recovery remained split between corporate and hospital teams. The resulting numbers showed rising registrations without revealing how often staff repaired an incomplete digital journey. Group leadership wants a temporary executive who can restore evidence and operating discipline before naming the long-term digital owner.

What you will own

• Correct the live consent and booking risks through a patient-level exception plan that protects upcoming appointments while defective pathways are repaired.
• Reconstruct the portfolio baseline across twelve hospitals, linking each product release to patient need, regulatory evidence, staff capacity and a measurable access outcome.
• Decide the authoritative source for clinician schedules, room capacity, referral rules and appointment status, then retire local replications that create false availability.
• Establish a clinical-digital release forum where product readiness, privacy, cyber, accessibility, hospital training and fallback capacity are accepted together.
• Redesign performance reporting to expose completed bookings, abandoned steps, assisted rescues, no-shows, repeat contacts and contribution economics by cohort and campus.
• Stage two peak-demand rehearsals covering identity failure, consent withdrawal, payment interruption, unavailable clinicians and continuity for patients unable to use digital channels.
• Hand the successor a controlled backlog, consent lineage, hospital exception register, supplier accountabilities and a board-approved investment case for the following twelve months.

Candidate qualifications

• Held portfolio authority for a regulated digital proposition spanning at least eight markets, business units or operating sites and an annual investment envelope above ₹100 crore.
• Delivered new customer journeys while mandatory legal or regulatory change competed for the same engineering capacity, with evidence of both adoption and control outcomes.
• Relaunched or materially expanded a digital service in India, navigating local operations, data obligations, executive sponsorship and uneven frontline readiness.
• Recovered a platform programme where reported conversion concealed manual intervention, failed hand-offs or inconsistent source data across assisted and self-service channels.
• Led geographically distributed product and technology teams through cloud, core-platform or integration change with documented release and operational-risk governance.
• Worked directly with risk, compliance, audit or clinical-governance equivalents and can translate specialist obligations into testable product controls without claiming subject-matter authority.

Non-negotiables

• Available within ten business days of acceptance for an exclusive nine-month term and prepared to work onsite in Bengaluru five days a week.
• Has personally governed a digital portfolio above ₹100 crore or equivalent, with attributable decisions on launches, stopped work and regulatory priorities.
• Will travel to Chennai, Hyderabad and network hospitals for readiness reviews, including occasional early-morning or weekend observations of patient intake.
• Brings no undisclosed commercial interest in the incumbent patient-app, hospital-information-system, cloud or systems-integration providers.

1. 49 words maximum. Give your earliest Bengaluru start date and confirm whether any notice, board role or client obligation limits exclusive service for nine months.
2. 49 words maximum. Describe a regulated digital expansion where adoption improved but an assisted-channel or control measure initially told a different story.
3. 49 words maximum. How would you establish one trustworthy measure of appointment availability when hospitals, clinicians and digital channels maintain conflicting inventories?