Clinic Assistant Manager

• Previous experience as a Clinic Director, Center Manager, Store Manager, Commercial Manager, Business Unit Coordinator, or in a similar position.
• Experience managing commercial or customer service teams in environments with demanding economic targets.
• Demonstrable experience in managing revenue, conversion, productivity, and commercial follow-up.
• Experience in managing financing, treatment plans, sales closing, and revenue recovery.
• Experience leading in-person teams and managing high-pressure situations.

• Highly valued experience in aesthetic medicine, private healthcare, dental, advanced aesthetics, premium retail, health services, financial services, education, real estate, or consultative sales.
• Management of commercial and operational KPIs.
• Consultative selling techniques.
• Financing and credit scoring processes.
• Commercial schedule management.
• Follow-up of treatment plans and opportunities.
• Patient recovery and reopening of unclosed sales.
• Team leadership in high-activity environments.
• Patient/client experience management.
• Use of CRM, ERP, reporting tools, or dashboards.

• Joining a solid and expanding project within the aesthetic medicine sector.
• Continuous training and professional development through our Dorsia Academy and training campus.
• Excellent working environment.
• Competitive economic incentives in the short, medium, and long term.
• Flexible compensation (receive your salary whenever you want).

The Deputy Director / Clinic Manager will be the person responsible for leading the comprehensive management of the center, ensuring the sustained achievement of revenue, productivity, conversion, care quality, operational organization, and team development goals.

We are looking for a profile with high executive responsibility, business vision, commercial expertise, daily management skills, and strong leadership. The person must understand the clinic as a complete business unit, where the economic result depends not only on patient volume or the market, but on the quality of management, commercial discipline, team leadership, and the ability to anticipate problems before they impact results.

The Deputy Director / Clinic Manager must be able to distinguish between a clinic that generates revenue and a clinic that is truly well-managed. Their mission is not only to achieve monthly targets, but to build a stable, demanding, profitable, and sustainable operational system.

Directing the clinic with full responsibility for the economic, commercial, operational, and human results of the center, ensuring daily execution, proper team management, optimization of commercial opportunities, and sustained revenue generation.

• Taking ultimate responsibility for the center's revenue, productivity, conversion, and goal achievement.
• Managing the clinic with an owner's mindset, understanding the economic impact of every decision.
• Analyzing the business evolution daily and acting on any deviation.
• Avoiding a reactive or defensive attitude when faced with poor results.
• Translating business objectives into concrete actions for the team.
• Ensuring proper management of first visits, follow-up visits, treatment plans, closures, financing, re-marketing, and commercial follow-up.
• Supervising the quality of commercial opportunities, not just the volume of activity.
• Ensuring that the appointment schedule translates into actual revenue.
• Reviewing conversion rates, average ticket, financing, no-shows, recovery rates, and per-advisor productivity.
• Intervening commercially when necessary to unlock sales, improve closing rates, or recover lost opportunities.
• Supervising the patient financing process, preventing a sale from being prematurely written off.
• Knowing and managing alternatives when facing credit scoring rejections or issues with financing providers.
• Ensuring the team properly reviews documentation, payment capacity, financed amounts, potential alternative borrowers, down payments, installment plans, treatment adjustments, or option scaling.
• Training the team to increase commercial persistence without compromising rigor or regulatory compliance.
• Turning initial rejections into closing opportunities through judgment, experience, and proactive management.
• Detecting whether a temporary drop in revenue is due to an isolated circumstance or a loss of control over the system.
• Constantly reviewing the indicators that anticipate deterioration: declining conversion, reduced follow-up, lower average ticket, loss of commercial discipline, poorer appointment quality, an increase in untracked opportunities, or team complacency.
• Regulating the center's workflow before a problem becomes structural.
• Maintaining daily routines of direction, follow-up, and control even when the clinic is performing well financially.
• Anticipating commercial, operational, or human risks.
• Leading the team through demanding standards, professional closeness, and personal responsibility.
• Identifying the true potential of each advisor, receptionist, commercial profile, or team member.
• Not settling for minimum compliance when a person is capable of contributing more.
• Developing talent, correcting deviations, and raising the level of individual performance.
• Building team autonomy, preventing the clinic from becoming excessively dependent on the Deputy Director / Clinic Manager to function.
• Delegating with judgment, training, and following up until work habits are consolidated.
• Ensuring daily priorities are clear from the start of the day.
• Reviewing the schedule, open opportunities, pending patients, unclosed treatment plans, pending financing, and critical commercial actions.
• Ensuring the team focuses on what truly drives economic impact, not just on what is urgent or visible.
• Turning data into decisions and decisions into executed actions.
• Maintaining a constant pace of follow-up, correction, and closure.
• Analyzing the clinic as a complete system: patients, team, schedule, processes, financing, leadership, execution, and culture.
• Distinguishing between solving an isolated problem and eliminating the root cause that generates it.
• Identifying when strong revenue figures hide underlying weaknesses: dependence on a single person, low conversion, lack of follow-up, a comfortable team, lack of methodology, or excessive improvisation.
• Implementing routines, processes, and habits that sustain results over time.
• Building a clinic that not only generates revenue, but operates effectively.
• Making decisions that may cause short-term discomfort when they are necessary to improve business performance.
• Managing the balance between team climate, demanding standards, results, and organizational culture with maturity.
• Correcting unproductive behaviors even when the team is comfortable with them.
• Prioritizing the proper functioning of the center over immediate convenience.
• Maintaining managerial firmness without falling into authoritarianism or losing human judgment.

• Accountability and executive responsibility.
• Commercial leadership.
• Systemic thinking.
• Diagnostic capability.
• Mastery of business KPIs.
• Daily management discipline.
• Anticipatory skills.
• Demanding standards and people development.
• Judgment for making difficult decisions.
• Ability to drive revenue generation.
• Self-criticism and continuous learning.
• Focus on sustained results.
• Organization and prioritization.
• Clear, direct, and motivating communication.
• Ability to build team autonomy.