About the role
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 at scale. Data 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 builds the right things.
Own the data quality gate
Sign off on data accuracy before any KPI or analysis is published to the Board or SLT. Work with domain leads to validate completeness and consistency. Own the change management process: when a clinic proposes a new EMR field, billing code, or appointment type, the Director reviews it, confirms correct mapping, and ensures it flows accurately into downstream reporting.
What success looks like
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TFP has a data infrastructure that is trusted, scalable, and actively used to run the business.
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Clinical and Research teams have the analytical support they need to answer meaningful questions about patient outcomes.
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Every KPI published to the Board or SLT is accurate; no one questions the numbers.
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Data definitions are documented, agreed, and consistently applied across every clinic in the network.
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Analytics moves from descriptive to predictive; the organization learns from its data, not just reports it.
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Ad hoc data requests decrease as self-serve, reliable data becomes the norm.
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The data program is recognized as a strategic asset.
Qualifications
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7–10+ years of experience in data, analytics, or business intelligence with a demonstrable track record of building programs from the ground up, not just inheriting and managing them.
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Experience in healthcare or a similarly complex, regulated industry strongly preferred; comfort with clinical data, financial data, and the intersection of both is essential.
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Strong financial acumen — able to read a P&L, understand EBITDA drivers, and translate financial questions into data requirements; prior experience supporting a CFO or finance leadership team with analytics is a strong asset
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Proven C-level exposure, comfortable presenting to and advising a CEO, CFO, and Board; able to distill complex data findings into clear, executive-ready narratives that drive decisions, not just inform them
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Exceptional stakeholder management skills — equally effective advising a CEO on business performance, a CFO on cost drivers, a clinician on outcomes data, and an engineer on pipeline requirements
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Strong command of data governance, KPI frameworks, and data quality practices — knows what good looks like and has built it before
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Technically fluent: comfortable with EMR systems, BI tools (Power BI, Tableau, or equivalent), SQL, and data pipeline concepts — able to have credible conversations with engineers without being one
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A builder’s mindset: energized by ambiguity, comfortable with first-principles thinking, and capable of creating structure where none currently exists
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Bilingual (English/French) an asset given TFP’s national footprint
