Title: Chief Technology Officer (Permanent)

Location: Mumbai & Singapore

Reports to: CEO The Mandate A diagnostic-services platform is planning succession for its technology leader as volume, image size, analyser connectivity and digital ordering approach architectural limits. Current systems still deliver, but scaling through additional interfaces and manual exception teams will increase cost and clinical risk. The replacement CTO will design the next capacity model before growth turns technical debt into restricted access.

Approximately 1,525 employees and material partners depend on collection, laboratory, imaging, pathology, reporting and customer technologies across Singapore and the wider region. The CTO owns engineering, architecture, platform reliability, interoperability, technical data, developer operations and technology suppliers, reporting to the Group Chief Executive or nominated sponsor. Authorised clinical and laboratory leaders approve diagnostic rules and release.

The target architecture must begin with diagnostic work. Orders, patient identity, specimen events, images, analyser results, interpretation and critical communication form one traceable chain. The CTO will define canonical events and ownership so teams can understand the state of a case without reconciling several applications manually.

Interoperability cannot be solved through point-to-point expansion. The platform needs governed APIs, message validation, versioning, monitoring and replay. External provider systems may use inconsistent codes or identifiers; transformations require lineage and exception handling. A message accepted technically but clinically incomplete must not disappear into a successful queue.

Compute and storage choices will reflect clinical use. Imaging and genomic workloads may be bursty, while result access requires predictable response. The CTO will model latency, retention, data residency, recovery and cost by workload. Cloud, on-premise and edge components will be selected deliberately rather than by a single enterprise preference.

Automation will target constrained work, not visible novelty. Specimen routing, image prioritisation and report preparation can increase capacity, but rules and models need clinical ownership, validation, drift monitoring and human override. The CTO will ensure performance is assessed across relevant populations and uncommon conditions, not only aggregate accuracy.

Laboratory and imaging devices create a distinctive security surface. Some equipment has long lifecycles and limited patchability. The architecture will segment, monitor and control access while maintaining vendor support and clinical uptime. Replacement decisions should consider vulnerability,



continuity and integration burden alongside technical performance.

Reliability engineering will use patient consequence. The team will define service objectives for ordering, accessioning, analysis, interpretation and reporting, with dependency maps and error budgets. Recovery must include message reconciliation and case backlog. Silent data loss is more serious than a visible short outage and requires different detection.

Engineering release will be clinically governed where workflows change. Test environments need representative devices, data and exception cases. Each release will have acceptance, observability, rollback and communication. Emergency fixes cannot become permanent unreviewed logic; they need expiry and retrospective validation.

Data architecture must support both operations and responsible analytics. Source provenance, consent, purpose and access will be explicit. Research or product development cannot assume that data collected for care is freely reusable. De-identification risks should be assessed for rare conditions and linked datasets.

Build-versus-buy decisions will include exit. Proprietary diagnostic components may accelerate delivery but create vendor dependence around essential workflows. Contracts should secure data portability, interface rights, continuity support and change notice. Internally built components need lifecycle ownership and staffing beyond the original engineers.

The CTO will rationalise the roadmap. Capacity promises currently rely on several programmes with overlapping dependencies. Work will be sequenced around constraint release and clinical readiness, with total engineering capacity visible. Initiatives lacking an accountable outcome or adoption path will stop.

Succession is part of the planned transition. Architecture and vendor knowledge must transfer from the incumbent and a small group of principal engineers. The new CTO will build documented decision records, engineering leaders and operational ownership so platform resilience does not depend on founders or a single supplier contact.

What you will own

- Diagnostic platform architecture and engineering strategy.
- Order, specimen, image, result and report interoperability.
- Compute, storage, reliability and recovery engineering.
- Automation and model controls with clinical owners.




- Device security and technology continuity.
- Data architecture, privacy and permitted use.
- Supplier, build-versus-buy and roadmap choices.
- Engineering leadership and succession.

The first 12 months In the first 60 days, map priority diagnostic journeys, quantify interface exceptions and identify technical constraints on capacity. Complete knowledge transfer for critical architecture and suppliers.

By month six, approve the target event architecture, migrate selected interfaces to governed services and establish patient-consequence reliability objectives. Validate one constrained-work automation in normal operations.

At twelve months, increase technical throughput capacity by 30% without adding manual exception roles, reduce interface-related case exceptions by 60% and meet 99.95% availability for critical diagnostic journeys. One hundred per cent of clinically material releases should have named approval and rollback evidence, with recovery exercises reconciling every queued case.

What the sponsor will test

- Case state visible across diagnostic boundaries.
- Interfaces validating clinical completeness, not mere receipt.
- Automation releasing real constrained capacity.
- Workloads placed according to clinical and residency needs.
- Recovery proving message and case reconciliation.
- Architecture knowledge distributed beyond individuals.

The person

You bring 22–28 years in technology and recent CTO or major-platform engineering leadership within diagnostics, imaging, laboratories, healthcare or another safety-critical data workplace. You have re-architected a live platform while maintaining regulated operations and measurable access.

Evidence should cover interoperability, device integration, cloud or hybrid compute, reliability and clinically governed automation. Singapore and regional data-residency experience are strongly valued. The permanent onsite role includes an orderly transition from the incumbent.

Compensation and terms

Base compensation is SGD 420,000–570,000 plus annual incentive and long-term participation tied to capacity, reliability, interoperability, safe automation and engineering succession. The permanent onsite Singapore appointment reports to the Group Chief Executive or nominated executive-committee sponsor. Planned replacement permits a structured technical handover.

Confidentiality The platform, patients, tests, images, architecture, devices, suppliers, models and security posture are confidential. Further technical material follows conflicts and signed confidentiality. Applicants must not contact diagnostic providers or technology partners to infer the client.

📌 Chief Technology Officer (Mumbai)
🏢 Gladwin International u0026
📍 Mumbai