Head of Operations

Job description

Location: Bengaluru, with regular travel pan-India Experience: 8-15 years This role sits centrally and anchors every City Head across Allo Health's clinic network. Every city rolls up here: performance, people, and process. If you want to run a multi-city operation end to end, not manage a single function within one, this is that role. 1. City Operations Ownership • Own live-city performance end to end: track revenue, conversion, and funnel health daily and weekly, and be the one held accountable when a city's numbers move, up or down. • Define the operating cadence: set how often reviews happen, what escalates versus what gets solved at the city level, and how fast a red flag turns into action. • Read city-specific nuance: a Tier-2 clinic runs on different drivers than Bangalore. Spot what's different in each city instead of forcing the same playbook everywhere. • Be the single point of accountability once a city moves from launch to live: no more shared ownership with the expansion team once the clinic is running. 2. Patient Experience at Scale • Own the in-clinic experience end to end: from the moment a patient walks in, through consultation quality, to follow-up. Define what "good" looks like as a measurable standard, not a feeling. • Build experience measurement into the ops rhythm: patient feedback loops, periodic audits, and complaint resolution SLAs that actually change how a clinic operates, not just get reported upward. • Own conversion as a core metric: walk-in to consultation to purchase. Work with doctors and patient relationship managers directly on what's blocking conversion at the clinic level, not just track the number. 3. People: City Heads & Clinic staff Layer • Own outcomes for City Heads and Clinic staff: their retention, how consistent their performance is, and the culture they build in their cities. • Build the regional management layer needed as city count grows: you can't manage 20 cities the way you manage 3, so build the structure before you need it, not after. • Set clear KPIs and run regular performance reviews, with a visible path from PRM to City Head to this role, so people can see what growing here looks like. 4. Systems, Process & Growth • Document what makes a clinic run well as living SOPs: opening and closing, escalation handling, day-to-day service delivery. Written down, versioned, and improved as you learn, not passed on informally. • Build audit mechanisms that catch drift early: a city quietly slipping on standards should show up in a review before it shows up in the revenue number. • Own the next unlock for growth: test new consultation formats, in-clinic offers, or service changes in one city, and if it works, roll it out network-wide instead of letting it stay a local win. Ideal Candidate • Has run, not just launched, a multi-city or multi-state operation. Building something once is different from keeping it running well over time. • Has owned conversion or revenue at the unit level, not just operational uptime. Comfortable being measured on outcomes, not just process compliance. • Has built or scaled a regional management layer, and can speak concretely to managing people's performance in cities they weren't physically present in. • Has adapted a standard operating model to local nuance rather than forcing the same execution everywhere.