Medical Director - Sports Medicine & Performance Center (Clinical Exp) - QHC0012

General Job Information - Department: Sports & Wellness / Service Line Operations - Location: Riyadh, KSA Role Summary The Sports Center Service Medical Director is responsible for leading a defined service line within the Sports Center, such as rehabilitation, sports medicine, performance, fitness, wellness, or another specialized offering. The role owns the strategy, operations, financial performance, service quality, customer outcomes, and team capability of the assigned service line. Key Responsibilities 1. Service Line Strategy & Growth Leadership - Define and execute the strategy for the assigned service line in alignment with the Sports Center and QHC strategy. - Identify service expansion opportunities, new programs, and innovation areas. - Develop annual service line plans, operating models, and growth initiatives. - Support business cases for new services, equipment, partnerships, and capability investments. - Position the service line as a high-quality, differentiated offering within the Sports Center ecosystem. 2. End-to-End Operational Ownership - Own day-to-day operations of the assigned service line, ensuring efficient, safe, and high-quality delivery. - Manage service workflows, patient/client pathways, scheduling, capacity, resource allocation, and throughput. - Ensure effective coordination with other service lines including sports, rehab, performance, medical clinics, and customer service. - Address operational bottlenecks and implement improvements to enhance flow and service efficiency. - Ensure policies, procedures, and operating standards are consistently implemented. 3. Financial Accountability & Commercial Performance - Manage the service line budget, cost control, revenue targets, and financial performance. - Monitor revenue, utilization, productivity, profitability, and cost-per-service metrics. - Develop pricing recommendations, packages, and service bundles in collaboration with Finance and Commercial teams. - Identify opportunities to improve revenue, reduce waste, and enhance resource productivity. - Support payer, coding, costing, and revenue cycle requirements related to the service line. 4. Quality, Outcomes & Service Standards - Ensure the service line operates in line with clinical, technical, safety, and quality standards. - Monitor outcomes, service quality, customer satisfaction, complaints, and incident reports. - Lead corrective actions and continuous improvement initiatives. - Support internal audits, quality reviews, and compliance requirements. - Establish performance standards and ensure consistent delivery across teams. 5. Stakeholder & Cross-Functional Collaboration - Collaborate with physicians, therapists, trainers, operations, marketing, finance, HR, and quality teams. - Work with Marketing to promote service offerings, campaigns, programs, and events. - Coordinate with the Administrative Director on scheduling, facility readiness, procurement, and logistics. - Build relationships with external partners relevant to the service line, including clubs, federations, schools, universities, and healthcare entities. - Represent the service line in leadership forums and performance reviews. 6. Team Leadership & Capability Building - Lead multidisciplinary teams within the assigned service line. - Set performance expectations, monitor productivity, and address performance gaps. - Support recruitment, onboarding, training, professional development, and succession planning. - Build team capabilities in service excellence, technical standards, safety, and customer care. - Foster a culture of collaboration, accountability, and continuous improvement. Key Performance Matrix - Achieve service line revenue, profitability, and budget targets. - Improve utilization, productivity, throughput, and capacity performance. - Maintain high-quality clinical or service outcomes. - Improve customer satisfaction and reduce complaints or escalations. - Ensure compliance with service standards, safety requirements, and audit expectations. - Develop and launch new programs or service enhancements. - Build a high-performing and engaged service line team. Qualifications - Bachelor’s degree in Sports Science, Healthcare Administration, Physiotherapy, Rehabilitation, Business Administration, Medical Science, or related field. - Master’s degree in Healthcare Management, Sports Management, Business Administration, or related field is preferred. - 12+ years of experience in sports, rehabilitation, clinical operations, wellness, fitness, or performance service environments. - Experience managing service line performance, budgets, teams, and operational KPIs. - Strong understanding of customer experience, service delivery models, clinical/technical standards, and revenue performance. Core Competencies - Service Line Strategy - Operational Leadership - Financial & Commercial Management - Clinical / Technical Service Oversight - Customer Experience

Bachelor’s degree in Sports Science, Healthcare Administration, Physiotherapy, Rehabilitation, Business Administration, Medical Science, or related field. Master’s degree in Healthcare Management, Sports Management, Business Administration, or related field is preferred. 12+ years of experience in sports, rehabilitation, clinical operations, wellness, fitness, or performance service environments. Experience managing service line performance, budgets, teams, and operational KPIs. Strong understanding of customer experience, service delivery models, clinical/technical standards, and revenue performance.

1. Service Line Strategy & Growth Leadership - Define and execute the strategy for the assigned service line in alignment with the Sports Center and QHC strategy. Identify service expansion opportunities, new programs, and innovation areas. Develop annual service line plans, operating models, and growth initiatives. Support business cases for new services, equipment, partnerships, and capability investments. Position the service line as a high-quality, differentiated offering within the Sports Center ecosystem. 2. End-to-End Operational Ownership - Own day-to-day operations of the assigned service line, ensuring efficient, safe, and high-quality delivery. Manage service workflows, patient/client pathways, scheduling, capacity, resource allocation, and throughput. Ensure effective coordination with other service lines including sports, rehab, performance, medical clinics, and customer service. Address operational bottlenecks and implement improvements to enhance flow and service efficiency. Ensure policies, procedures, and operating standards are consistently implemented. 3. Financial Accountability & Commercial Performance - Manage the service line budget, cost control, revenue targets, and financial performance. Monitor revenue, utilization, productivity, profitability, and cost-per-service metrics. Develop pricing recommendations, packages, and service bundles in collaboration with Finance and Commercial teams. Identify opportunities to improve revenue, reduce waste, and enhance resource productivity. Support payer, coding, costing, and revenue cycle requirements related to the service line. 4. Quality, Outcomes & Service Standards - Ensure the service line operates in line with clinical, technical, safety, and quality standards. Monitor outcomes, service quality, customer satisfaction, complaints, and incident reports. Lead corrective actions and continuous improvement initiatives. Support internal audits, quality reviews, and compliance requirements. Establish performance standards and ensure consistent delivery across teams. 5. Stakeholder & Cross-Functional Collaboration - Collaborate with physicians, therapists, trainers, operations, marketing, finance, HR, and quality teams. Work with Marketing to promote service offerings, campaigns, programs, and events. Coordinate with the Administrative Director on scheduling, facility readiness, procurement, and logistics. Build relationships with external partners relevant to the service line, including clubs, federations, schools, universities, and healthcare entities. Represent the service line in leadership forums and performance reviews. 6. Team Leadership & Capability Building - Lead multidisciplinary teams within the assigned service line. Set performance expectations, monitor productivity, and address performance gaps. Support recruitment, onboarding, training, professional development, and succession planning. Build team capabilities in service excellence, technical standards, safety, and customer care. Foster a culture of collaboration, accountability, and continuous improvement.