About Teleradiology Solutions Teleradiology Solutions (TRS) is a pioneer in teleradiology, delivering round-the-clock diagnostic radiology reporting and support to hospitals and healthcare providers across India, the US, and other global markets. Founded in 2002 by two Yale-trained physicians and headquartered in Ardmore, PA, TRS today serves over 150 hospitals across 21 countries. The company pairs a network of board-certified radiologists — including ABR-certified specialists — with technology-driven workflows and its AI-enabled arm, dAIgnostiX, to deliver fast, accurate, and reliable imaging interpretation. dAIgnostiX is based out of Bengaluru (Whitefield). TRS/dAIX also maintains an active academic focus (www.radguru.net) and ongoing research interests, including AI in radiology. TRS is set for rapid growth, at a CAGR above 25%. That growth depends on American Board Radiologists (ABRs): the size, deployment and satisfaction (NPS) of the ABR panel is the binding constraint. The panel has about 100 ABRs today, with a substantial increase planned in the coming months. The ABR journey is split across several teams, including Onboarding, Scheduling and Assigning, and no one owns the ABR's experience end to end. The result is a paradox: the company reports a capacity shortage, while ABRs say they are underused. Part of the capacity gap is really a deployment gap, and closing it is faster than recruiting alone. This role is the single owner of that journey. You will lead everything that decides whether an ABR is credentialed, scheduled, supported and productive. You will own ABR capacity and productivity, and ABR satisfaction.

Key responsibilities
• Own ABR (American Board Radiologists ) capacity and productivity . Be the named owner of ABR utilisation (actual vs. contracted hours), productivity, and the capacity gap against planned revenue. Make these live, per-ABR numbers, not a one-off analysis. Calculate the capacity gap net of utilisation recovery,



so recruiting decisions rest on real utilisation rather than an inflated shortage.
• Deploy before you recruit. Run an ABR-by-ABR diagnostic across the full roster, starting with the highest-hours group. Tag a root cause and a named owner for each, and work through the fixes with Operations Delivery, who own case assignment.
• Own the pipeline from offer to first live shift. Recruitment and HR source candidates; you own everything after: offer, licensing and credentialing, orientation and the first live shift. Set a time-to-first-read target and keep bringing it down.
• Credential to match demand. Credential against forecast demand, not whoever is next in the queue. Introduce a rule that each ABR agrees their hospital list before applications start. Set up a live credentialing feed into Scheduling, so a hospital approved on Monday can be scheduled on Tuesday.
• Run ABR experience and engagement. Give every ABR one point of contact and a set rhythm: a weekly pulse, a monthly review and a quarterly plan. Track every concern from intake to closure: acknowledge within 24 hours, and resolve operational and IT issues within 48–72 hours. Set up a real ABR satisfaction measure (an open item in the KPI framework today). Manage no-show rate and annualized attrition as leading indicators, not just reported numbers.
• Shape the ABR proposition: technology, terms and training. Be the ABR's voice wherever their working day is shaped.
• Technology first. Image load, dictation workflow, RADSpa friction and pre-read or AI support are the most common complaints.



Sponsor a ranked fix list with the technology team, and a pre-read pilot with volunteer ABRs, measured in RVUs per hour.
• Training. Shape training and onboarding of recent and existing ABRs
• Chair the shared ABR-capacity forum. Run forum that brings together scheduling decisions, credentialing status, assignment practice and utilisation data. Keep one shared tracker so every team sees gaps at the same time, and agree a clear escalation path.
• Build the leadership bench. Build a real management layer with succession depth as the roster and volume triple, and give new leaders the structure, tools and coaching to grow. Candidate profile
• You have led a multi-team clinical or physician-workforce operation and have managed managers. Teleradiology, locum or physician staffing, hospital medical-staff services and similar clinician-supply settings all count.
• What matters is that you have been accountable for a panel of expert, independent clinicians: recruiting, credentialing and scheduling them, and keeping them productive and engaged. You should be able to show
• A track record of growing and deploying a clinician or specialist panel, with real numbers on utilisation, time to onboard and attrition.
• Hands-on command of scheduling and capacity planning, including forecasting, no-show design, and choosing or implementing a scheduling platform.
• Comfort with credentialing and licensing in a regulated environment.
• Data fluency: you read utilisation, RVUs per hour and no-show data yourself and run the function by the numbers.
• Credibility with radiologists and other physicians. They trust you enough to be honest about why they are not showing up, and you can hold a hard conversation without it feeling punitive.
• The ability to lead through influence across functions you do not own (Operations Delivery, Technology, Finance), and to build a management layer beneath you.

📌 AVP- Radiologist Experience and Engagement (Bengaluru)
🏢 Teleradiology Solutions
📍 Bengaluru