Clinic Director

• Team retention
• Minimal reactive firefighting
• Prefer comfort over growth
• Clear, direct written and verbal communication

You've spent the last 2-3 years building clinical skill.

You understand rebook rates, retention, and capacity.

You've led something, formally or informally, and you felt the difference between "doing the work" and "owning the outcome."

And now you're stuck.

You're capable of more than just treating patients.

You want to understand how clinics actually run.

You want exposure to real numbers, real leadership decisions, and real accountability.

You don't want a title.

You want growth.

This is not a maintenance role.

This is a leadership runway.

Axis Therapy & Performance is building a scalable network of physical therapy studios that deliver an exceptional client experience.

We are expanding because more people deserve access to Axis.

We combine clinical excellence with operational discipline—raising the standard of care while building systems that allow that standard to scale.

This is not a single clinic.

It's a growing platform.

Leadership here is behavioural, not positional.

Standards are upheld. Performance is measured. Culture is intentional.

The Clinic Director owns the performance and stability of a clinic.

That means:

• Financial outcomes
• Clinical standards
• Administrative alignment
• Team performance
• Culture

You are responsible for how the clinic performs, not just how it feels.

You are accountable for:

• Utilization
• Rebook %
• PVA (retention & patient visit average)
• Booked:
  
  Prescribed %
• Revenue
• Team retention

You review data daily weekly, monthly, to address drift early—in order to protect both quality of care and margins.

Senior Coordinators own daily execution.

You:

• Monitor clinic-level trends
• Identify breakdowns quickly
• Bring issues directly to the SC
• Provide upward feedback when systems hinder performance
• Ensure scheduling strategy supports growth

You don't step in and run the desk.

You hold leaders accountable to run it well.

Lead Therapists & Clinical Development Team drive practitioner development.

You:

• Ensure standards are upheld across the clinic
• Address performance concerns early
• Act immediately on quality risks
• Protect documentation and client experience

Ignoring red flags is not acceptable.

You:

• Run working interviews
• Protect hiring standards
• Forecast staffing needs early
• Intervene early when engagement shifts

You build strong teams.

You do not tolerate cultural erosion.

Axis delivers long-term function, not short-term relief.

You ensure:

• Clients are educated clearly
• Long-term care is recommended ethically
• Under-serving and over-serving are both corrected
• Treatment plans reflect progression and ownership

Standards are consistent across the clinic.

You:

• Address issues early and directly
• Stay steady under pressure
• Make decisions without waiting for permission
• Diagnose before escalating
• Develop your leaders instead of replacing them
• You truly care about the success and well‑being of your entire team

You are comfortable with responsibility.

• Predictable clinic performance
• Strong therapist and admin retention
• Clear standards across care delivery
• Minimal reactive firefighting
• Healthy collaboration across clinics

The clinic performs well whether you are physically present or not.

This is not a fit if you:

• Avoid hard conversations
• Want leadership without numbers
• Struggle with feedback
• Need constant validation
• Default to escalation
• Prefer comfort over growth
• Are looking for leadership to do less work

This is not:

• A senior therapist role
• A stepping stone title
• A fixed‑hours management job

This is an ownership role.

Clinic Directors at Axis are developed for expanded leadership.

You will gain exposure to:

• Financial literacy
• Multi‑site operations
• Recruitment systems
• Leadership development
• Cross‑clinic strategy

High‑performing Clinic Directors are positioned for future regional and system‑level leadership.

We are building long‑term operators, not short‑term managers.