Director, Data & Analytics

The Director, Data & Analytics will build TFP’s data program from the ground up and then lead it. This is a foundational role with an expansive mandate: create the data infrastructure that powers how TFP runs the business, and ultimately how TFP improves patient outcomes across the network.

In the near term, this means establishing the data foundation governed definitions, trusted KPIs, a network of accountable data stewards and clear data requirements for the engineering team to build on. Over time, the role grows into leading analytics across the enterprise: partnering with Clinical and Research teams to generate insights that shape care delivery, clinic performance, and long-term growth strategy.

This is the role that connects data to decisions — operational decisions made by clinic managers, strategic decisions made by the SLT, and clinical decisions that directly affect patients. The Director operates with authority derived from the Governance Council and works across every domain:
Clinical, Research, Operational, Financial, HR, and Marketing.

The opportunity

TFP is building a network of fertility clinics across Canada with a shared ambition: to deliver the best possible patient outcomes a is core to that ambition, but today the infrastructure, definitions, and analytical capabilities needed to realize it do not yet exist in an enterprise-wide form.

The Director will build that infrastructure. This is a rare opportunity to define a data program from first principles to determine what gets measured, how it gets measured, and how it gets used inside a growing, mission-driven healthcare organization.

Key responsibilities

Build the data foundation

Design and implement the data infrastructure that everything else runs on. This role is the demand side of the data program. That means governed data definitions across all domains, a clinical and operational KPI framework, reliable data pipelines in partnership with the engineering team, and the tooling and processes that make data accessible and trustworthy across the network.

Lead analytics across the network

Move beyond reporting into insight generation. Partner with Clinical and Research teams to develop analytics that surface patterns in patient outcomes, clinical performance, and care delivery. Help the SLT and Board understand not just what is happening, but why and what to do about it.

Partner with Senior Leadership, Clinical, and Research

Be a genuine thought partner to TFP’s most senior leaders across both business performance and clinical outcomes, because neither can be optimized in isolation. Partner with the CEO and CFO to ensure data powers the financial and operational decisions that drive network performance: clinic EBITDA, capacity utilization, cost structure, and growth strategy. Partner with Clinical and Research leadership to build the analytical capabilities needed to answer rigorous questions about treatment protocols, patient cohorts, lab performance, and outcomes.

The goal is for data to improve the quality of decisions at every level — from Board reporting to bedside care.

Own the definition of truth

Define enterprise-wide data definitions across every domain:
Clinical, Operational, Financial, HR, and Marketing. Work with Finance to establish KPIs reported to the Board. Partner with all other domain leads to define the departmental KPIs that reflect how each function is actually performing. Every KPI must answer a real question and enable a real decision.

Build and manage a data steward network

Establish named data stewards at each clinic — existing staff with a formal accountability mandate, not new hires. Train them, define what good looks like, and serve as their day-to-day point of contact. When accountability gaps arise, escalate to Operations, who embeds the steward mandate in clinic performance expectations.

Bridge business and engineering

Serve as the translation layer between what the business needs to know and what the data engineering team builds. Identify which data sources need ingestion, define business requirements clearly, and ensure technical priorities reflect real organizational needs. Be the reason engineering…