全职 Chief Executive Officer 工作, 薪水, United Medicare Centre Central Region (Singapore) 公司招聘中 - Ricebowl

1. Executive Summary & Strategic Context

The organization has achieved an exceptional milestone, successfully tendering and securing 4 new Build-Own-Lease (BOL) sites. This victory sets a definitive, aggressive growth trajectory: expanding from our current mature footprint to 2,000 operational beds by 2029. Existing operations are highly optimized, generating a premium cash flow margin.

However, the corporate infrastructure is currently a bottleneck. To successfully absorb, commission, and run this expanded footprint without collapsing service standards or eroding margins, the organization requires a comprehensive corporate and HR transformation.

Furthermore, the 4 existing BOL sites represent the launchpad, not the finish line. The Board is seeking an "up-and-coming", high-stamina CEO who will not act as a passive caretaker. This leader must possess the operational muscle to execute the 2029 expansion blueprint, the executive sophistication to completely overhaul and polish the Human Resources function/corporate team, and the entrepreneurial drive to continuously hunt for, tender, and win the next generation of BOL site contracts to secure long-term market dominance.

2. Core Strategic Mandate: The Scale vs. Infrastructure Balance

The incoming CEO must manage a critical, multi-pronged strategic balance:

• Continuous Pipeline Expansion & BOL Tendering: Operationalizing the 4 won sites is only half the mandate. The CEO must maintain an aggressive business development posture, actively positioning the organization to bid for and capture subsequent government and institutional BOL tenders. Growth must not stall at the 2,000-bed milestone.
• Corporate HQ Overhaul & HR Professionalization: The immediate priority is upgrading the corporate team. The CEO must transform Human Resources from an administrative function into a highly sophisticated, strategic talent-acquisition and retention engine capable of staffing a 2,000+ bed network in a tight labor market. The entire corporate suite must be upskilled, professionalized, and aligned with modern corporate governance to support continuous scaling.
• Defending the Margin: Cost discipline must remain a core tenet. The corporate team and HR functions must be modernized efficiently, utilizing technology and automated workflows rather than adding unnecessary, bloated overhead that dilutes our existing cash flow margins.

3. Key Responsibilities & Performance Levers

A. Business Expansion & Future Tendering

• Continuous Growth Strategy: Drive the long-term expansion roadmap beyond the 2029 target by identifying new markets, care verticals, and asset acquisition targets.
• BOL Deal Pipeline: Personally lead and architect highly competitive institutional and government tender submissions, leveraging our premium brand and flawless live operations to secure additional BOL site contracts.

B. Corporate Restructuring & HR Modernization

• HR Polishing & Talent Pipelines: Completely overhaul the HR department. Implement modern performance management frameworks, clear career progression pathways, and aggressive, data-driven recruitment strategies to counter regional healthcare manpower shortages.
• Corporate Team Alignment: Audit, professionalize, and elevate the entire corporate headquarters. Establish clear accountability, eliminate siloed operations, and instil a high-performance corporate culture that matches a rapidly growing organization.
• Technology Integration: Drive the seamless integration of institutional platforms—specifically clinical, HRIS (Human Resource Information Systems), and accounting software—to ensure the corporate office can support a 2,000+ bed network efficiently, with incorporation of AI.

C. Expansion Mobilization & Financial Stewardship

• BOL Site Commissioning: Act as the ultimate project executive for the activation of the 4 currently secured BOL sites, ensuring phases are delivered on time, within budget, and to regulatory standards between now and 2029.
• Margin Defense: Ensure the rapid ramp-up of new BOL sites achieves target occupancy quickly, protecting and stabilizing the organization's cash flow margins at scale.
• Board Partnership & Governance: Work closely with the Chairman and the Board of Directors, providing transparent, data-backed operational KPIs and progress updates against current expansions and future tender pursuits.

4. Candidate Competency Matrix (The "Step-Up" Profile)

The executive search firm should bypass legacy, "washed-up" CEOs and target high-performing executives (e.g., COOs, Executive Directors) managing large-scale operations who are eager to step up to their first full CEO role.

Competency

Re-Engineered Target Criteria

Operational Scale Track Record

Must have spent 3–5 years as the primary operational engine (e.g., COO) running a multi-site network of significant scale (ideally 1,500+ beds or high-volume units).

Growth & Tendering Grit

Proven experience pitching for, structuring, or winning high-stakes institutional/government bids. They must have the hunger to continuously chase and lock in new BOL deals, rather than just coasting on existing assets.

Change Management & HR Savvy

Proven experience restructuring a corporate team or leading a major transformation of an HR department. They must know how to build robust, scalable corporate infrastructure.

Financial Execution

Demonstrates sharp financial acumen. Must be comfortable managing complex P&Ls and possess a clear understanding of how to protect cash flow margin during rapid expansion.

Leadership & Culture Fit

High executive presence combined with emotional intelligence. Capable of modernizing and bringing accountability to the corporate office, while respecting and working collaboratively with long-tenured, high-performing clinical or site heads.

. Search Assessment Scorecard (First 12–18 Months)

The Board will measure the new CEO's success based on three clear deliverables:

1. Corporate HQ Upgrade: Evidence of a polished, restructured corporate team and a modernized HR function with implemented KPIs and clearer talent acquisition metrics.
2. BOL Activation Progress: On-time milestone achievement for the mobilization and construction/handover timelines of the 4 secured BOL sites.
3. Future Growth Activation: Mapping out and actively entering the pipeline for upcoming public/private tenders to secure further BOL site allocations, keeping the organizational pipeline moving forward.
4. Financial Stability: Maintenance of the cash flow margin baseline across existing operations during the initial corporate restructuring phase.