Director

DOCTOR / DIRECTOR

Achieve a win-win-win situation.

At your clinic.

Director

Estimated Annual Income

2,40010,000 yen ~4,00010,000 yen

CONTENTS

What This Page Covers

We’ll walk you through everything you need to know about the position of clinic director—from selection criteria to employment terms—in order. Tap an item to jump to that section.

01Criteria for Decision-Making
02I can focus entirely on healthcare and management
03What We Expect from the Director
04The approach to generating revenue is different
05Salary
06Employment Conditions
07Five Features of Our Group
08This is ideal for people like this

The selection process, training program, and our group’s approach to hiring physicians are as follows:Physician Recruitment PageI've summarized them here.

GUIDELINE

Criteria for Decision-Making

Just as there are guidelines for medical practice, our group also has criteria for making decisions.

Our goal is “benefit for all three parties”—ensuring that patients, staff, and management all thrive simultaneously. This will never change.

Our current answer to achieving that goal is “Smart Essential.” We eliminate waste and focus only on what is truly necessary. Our compensation system, medical care structure, and pricing are all derived from this principle. Nothing is decided on the spot or based solely on one person’s judgment.

A diagram showing the correspondence between clinical practice guidelines and our group's decision-making criteria

For the position of director, this has a slightly different meaning.

The clinic director’s role is to serve as a bridge between management and the front lines. If management demands results based solely on numbers without understanding the realities on the ground, the director is left with no choice but to pass those demands on to the staff. This means continually issuing instructions that the director does not fully agree with. This is where the burden of the director’s role often lies.

In our group, the management team and the clinic director share the same standards. When opinions differ, we all refer to the same set of standards, so discussions focus not on “whose position is stronger,” but on “whether it aligns with our standards.” Based on that, we bring facts and figures to the table to reach a conclusion.

REFERENCE / The Concept of Clinical Practice Guidelines

The guidelines will be revised.

Clinical practice guidelines are revised as research progresses and new findings are established. These revisions are not made because the guidelines’ purpose has changed. Rather, the recommendations are updated to ensure they remain in the best interest of patients.

Our group’s Smart Essential is in the same position. What is unnecessary, and what is truly essential? The answer to that question changes as the market evolves. If we discover a better way, we will revise the contents of Smart Essential.

The reason for making this change is to continue upholding the principle of “benefit for all three parties.”

To Everyone

My name is Ishii, and I am the Chief Medical Director of the Smart Skin Clinic Group.

The role of hospital director involves balancing both management and clinical operations. It is possible in any organization for there to be a disconnect between management’s expectations and the realities on the ground.

In such situations, our group makes decisions based not on the wishes of management or the intuition of frontline staff, but in accordance with the “Three-Party Benefit” principle and Smart Essential. Both management and clinic directors adhere to the same standards. This does not mean that you are simply expected to follow orders from above.

We will discuss whether something meets the criteria by presenting the facts and figures. While opinions may differ at times, I believe that as long as we share the same basis for our arguments, we will not end up too far apart.

I look forward to spending time with you.

General Director Ishii

FOCUS

I can focus entirely on healthcare and management

Running a single clinic requires nine areas of expertise.

Medical Practice, Branding, Marketing, Human Resources, Finance, IT, Corporate Planning, Supply Chain, Legal Affairs.

Of these, only one has been trained as a doctor.

The remaining eight fall outside their area of expertise. Even so, at many clinics, the director ends up shouldering some or most of these responsibilities. If patient traffic is low, they have to come up with advertising strategies; if there’s a staff shortage, they have to find recruitment channels; and they even have to negotiate prices for supplies. Time that should have been spent on patient care and management is gradually eaten away by these tasks.

At our group,The group is responsible for eight areas.

A diagram showing that the group is responsible for 8 of the 9 areas necessary for clinic operations

The clinic director is responsible for both the medical practice and the management of the clinic itself.

Patient Recruitment: The group is responsible forAdvertising, Websites, Social Media, MEO; The role of the clinic director──
Price: The group is responsible forPricing, Menu Structure; The role of the clinic director──
Purchasing: The group is responsible forProcurement of Medications and Supplies; The role of the clinic director──
Legal and Financial Affairs: The group is responsible forContracts, Human Resources, Accounting; The role of the clinic director──
Recruitment: The group is responsible forRecruitment, Candidate Pool Formation, Initial Screening; The role of the clinic directorFinal Interview, Acceptance
Education: The group is responsible forDevelopment of Systems and Teaching Materials; The role of the clinic directorIn-house Training and Development
diagnosis: The group is responsible for──; The role of the clinic directorMedical Care, Treatments, and Patient Safety
On-Site Operations: The group is responsible for──; The role of the clinic directorShifts, Interviews, Operations

An interest in management is not a requirement for the position of clinic director. We’ve created a structure that allows you to focus on keeping the clinic running smoothly, developing your staff, and caring for patients.

Our group also offers a franchise program. Under this program, franchisees make an initial investment and have no cap on their earnings. Clinic directors, on the other hand, assume no risk and simply receive the framework that allows them to focus on their work.View Franchise Opportunities

RESPONSIBILITY

What We Expect from the Director

Increasing the clinic's revenue and customer satisfaction
Ensuring that operations run smoothly
Promote Smart Essential and serve as the face of Smart Skin Clinic
Being the person ultimately responsible for patient safety
The ability to hire and train staff on your own

These five things are the director's responsibilities.

So, how do we determine whether this is being achieved? Since our criteria for judgment are based on the “Three-Way Win” principle, we also evaluate performance from those three perspectives: for patients, for staff, and for management. We have established achievement standards from each of these perspectives.

01For Patients

Maintaining Customer Satisfaction

The standard is a customer satisfaction score of 90% or higher for the institute.

Meeting these requirements in my own practice and meeting them for the clinic as a whole are two separate tasks. I’ve asked the clinic director to handle the latter.

The way doctors explain things varies. There are differences in how the front desk staff interacts with patients. Even though you’re visiting the same clinic, your experience can vary depending on who you encounter. For patients, that one interaction is everything.

I embody these values and work to ensure the entire clinic adheres to them. This is the biggest difference between me and the full-time physicians.

And for the clinic director, it’s not just people who make a first impression.

It is generally believed that visual cues account for the majority of the impression we form when meeting someone for the first time. For a doctor, this includes their appearance and demeanor.

For the director, the clinic itself is located in the same spot.

The first thing a patient sees is not the doctor’s face. It is the entrance, the waiting area, the reception desk, and the examination room. For a patient entering the examination room, visual information includes not only the doctor but also the room itself.

Our group does not invest in lavish interiors or excessive amenities. Instead, we use those savings to offer affordable prices and provide benefits to our staff.

However,Cleanliness and convenience are two different things. I believe this is not a place to cut corners, but a place to go all out. Eliminating waste is different from cutting out what’s necessary. That’s what Smart Essential is all about.

For example, these points.

Are the chairs in the waiting room dirty?
Check the hand mirror in the exam room for fingerprints
Are the restrooms kept clean?
Are staff members' bags, drinks, and food placed where patients can see them?
Are the traffic flow patterns practical?

Each of these is a small thing on its own. However, they definitely have an impact on our patients. Maintaining these details—rather than focusing on luxury—is what directly builds trust. Conversely, the accumulation of small inconveniences erodes trust.

Looking beyond my own examination room and reevaluating the entire clinic from the patient’s perspective—this, too, is part of the clinic director’s role.

02For Staff

Leading and Nurturing the Institute

Doctors, nurses, and front desk staff. The day runs smoothly thanks to their coordinated efforts.

Creating work schedules, conducting interviews, and establishing training pathways—educating doctors is also part of the clinic director’s role. And in our group,The director will conduct the final interview.

You may feel that the interviews take up a lot of time. However, being able to choose who you work with will have a major impact on the coming year. The burden of having to work with someone you don’t get along with is far greater than the time spent on interviews. That is why this decision falls under the director’s authority.

03Management Relations

Speak with Numbers and Logic

The clinic director is expected to attend a one-hour management meeting once a week. The meeting will be held online.

What we're looking for here isn't business knowledge. It's the ability to describe what's happening at the graduate school based on facts and figures, not just intuition.

A comparison chart illustrating how to conduct discussions during management meetings

Instead of saying, “I’ve just been kind of busy lately,” please specify what has increased and by how much. Instead of saying, “The atmosphere among the staff is bad,” please explain what’s actually happening. We would appreciate it if you could share the details that can only be observed on the front lines, along with the facts.

The same goes for the policies issued by management. If you don’t agree with them, I’d like you to discuss them based on facts and figures. How do they measure up against the “triple win” principle? That’s the only point I’ll address.

HOW WE GROW

The approach to generating revenue is different

Naturally, we place a high priority on revenue. It directly affects the clinic director’s responsibilities and salary.

The issue isn't whether to track sales, but how to track them.

In the field of cosmetic medicine, it is not uncommon for clinics to generate revenue by raising the price per treatment. Counselors make repeated recommendations, put together treatment plans that go beyond what is necessary, and ultimately secure contracts. The clinic director is responsible for ensuring the clinic meets these targets.

Asking staff to make recommendations that you yourself do not believe patients need places a heavy burden on you as the clinic director.

Our group generates revenue based on volume and repeat business, rather than unit prices.

We offer prices that make it easy for patients to continue treatment, ensuring their satisfaction and encouraging them to return. Our repeat visit rate for fiscal year 2025 exceeded 90%. With this model, there is no need for the clinic to make proposals aimed at raising the per-visit price.

For that reason, I don't have those three things here.

There are no counselors.

From the initial consultation to determining the treatment plan and administering the treatment, everything is performed by a physician. The fact that the physician takes the lead in making recommendations means that the physician also has the authority to decide not to make unnecessary recommendations.

There are no individual quotas.

We do not set sales targets for either doctors or staff. We do not have a system in place where the clinic director assigns targets and makes staff chase them.

We do not practice management that blames people

The numbers aren’t improving. A mistake has occurred. When that happens, our management style isn’t one that asks, “Who did it?”

Where did this situation come about? Where in the system does the problem lie? We’ll examine that together. The clinic director won’t have to search within the clinic for someone to blame, nor will management pressure him or her.

A comparative chart illustrating that when problems arise, the cause should be sought in the system rather than in people

Even if we make people more careful, it will only resolve the immediate issue. If we change the system, the same thing won’t happen again. Our group chooses the latter.

With that in mind, the requests I make will change.

We determine our pricing, menu, and the policies communicated from headquarters to our clinics based on the principles of “benefit for all three parties” and in accordance with Smart Essential. However, aesthetic medicine is a rapidly evolving field. New formulations emerge, patients’ needs change, and we discover better methods. Each time this happens, the requests we make of our clinics also change.

There will be times when our observations on the ground differ from the director’s perspective. When that happens, we’ll discuss the matter in light of our established standards. This is because what’s visible on the front lines is often not apparent to management.

REWARD

Salary

Estimated annual salary: 24 million to 40 million yen.

It consists of a fixed salary plus incentives.

Incentives are calculated based on a combination of three factors and are reflected in the monthly salary. Rather than being added separately, the three factors are combined to determine a single amount.

A diagram illustrating the structure of fixed compensation and incentives calculated based on a combination of three factors

Individual Achievements: This is based on your own medical practice.
The Institute's Achievements: As the director, you are responsible for the clinic as a whole. The rewards you receive come not from your individual performance, but from the overall improvement of the clinic.
Qualitative Evaluation: These are the aspects that aren’t reflected in the numbers. The evaluation criteria are the same three pillars as our responsibilities: for patients, for staff, and for management. We assess whether we are embodying “Smart Essential” from each of these perspectives.

Is the clinic maintained in a clean and convenient state overall? Have we created an environment where staff can work with peace of mind? Are we identifying inefficiencies and making continuous improvements? Much of the clinic director’s work does not immediately show up in that month’s revenue. That is precisely why we include it in our evaluation criteria.

Evaluations are based on a variety of sources, including discussions at management meetings, observations during patient consultations, patient surveys, and quantitative metrics. We do not base evaluations solely on the impressions of any one individual.

Selected Qualitative Evaluation Criteria for the Director — Here are some of the evaluation criteria we currently use.

We call it the Professional Human Resources System.

We call it “Professional” because it has the same structure as professional sports. The rules apply equally to everyone and are clearly defined in advance. They do not change based on anyone’s discretion or their impression on any given day. And if you produce results, you are rewarded—and you must produce results. We simply apply these basic principles as a matter of course.

Why Are There No Pay Raises or Bonuses?

Our group does not have a pay raise system or bonuses.

This is because a system where salaries increase based on seniority does not correspond to performance. If differences arise simply because employees have been with the company for the same number of years, those differences are not derived from any objective criteria.

The same applies to bonuses. Rather than paying them out in a lump sum twice a year, we pay them as part of that month’s salary in the month when results are achieved. Even if the source of funds is the same, a system where the timing and reason for payment are clear makes more sense.

We also do not treat the director's allowance as a separate item. The responsibilities of the clinic director are factored into the annual salary itself.

Number of cases

Annual Injection Treatments24,320treatments
Sagging & Lift-up9,206treatments
Number of Formulations Handled35more than one dose

Since we focus primarily on skin-rejuvenation injections, we have performed a large number of injection procedures. We have performed several thousand procedures with each of our main products.

* Jimbocho Clinic: June 2023–March 2026 / Yokohama Clinic: July 2025–March 2026 (combined). Injections were administered from February 2025 to February 2026.

Benefits Other Than Salary

Commuting Allowance: Up to 30,000 yen per month
Welcome bonus: 200,000 yen (80,000 yen after 90 days of work / 120,000 yen after 180 days of work)
Compensation During the Probationary Period: There is no difference.
Medical Malpractice Insurance: The group will enroll members and cover the costs. Individuals do not need to enroll on their own.
Conference and Seminar Registration Fees: With assistance
Lunch: Available
IV Therapy & Medical Cosmetics: Offered at cost

CONDITIONS

Employment Conditions

The contents of the application guidelines are reproduced here verbatim.

Employment and Work

Employment Type: Full-time employee (permanent) / Indefinite employment following a 6-month probationary period
Working Hours: 10:00 a.m. to 7:00 p.m. (8 hours of actual work, 60-minute break)
* Subject to the business hours of the clinic where you work.
Overtime: None by default
Work Location: Clinic scheduled to open (in Tokyo)
Job Transfer: As a general rule, you will work at the facility to which you are assigned. There is a possibility of being transferred to other facilities within the group (including those scheduled to open). Transfers will be decided in consultation with the employee.
Side Jobs and Work at Other Clinics: Available on days other than workdays. You must obtain prior approval from management.

* We are currently planning to open a new clinic, which will be the fourth in our group. In the future, we also plan to open a fifth and sixth clinic in Tokyo, primarily in Minato and Shibuya wards.

Holidays and Time Off

Days Off: Full two-day weekend system (shift-based; 8–9 days off per month) / You must work either Saturday or Sunday.
Paid Time Off: Annual Paid Leave (as required by law)
Extended Vacation: Handled by taking consecutive paid leave (application required two months in advance; up to seven consecutive days)
Special Leave for Family Occasions: Allowed (3 days upon the death of a spouse, parent, or child)
Year-End and New Year's Holidays: December 31, January 1, and January 2 are holidays.

* Saturdays and Sundays are the days with the highest patient volume. Due to the nature of our aesthetic medicine practice, you will be required to work on one of these days.

Job Description

Clinical Services: Medical services identical to those provided by regular physicians
Areas of Expertise: All Treatments Offered by Our Group
Estimated Number of Patients Per Day: Counseling: 8–12 sessions / Treatment: 8–12 sessions / Total: 10–15 sessions
Director's Duties: Physician Training and Management / Staff Training and Management / Schedule Planning / Staff Interviews / Final Interviews
Management Participation: Weekly 1-hour online management meetings
Publication of Names: You agree to the publication of your name on our website and in various media, as well as its inclusion in the Regenerative Medicine Service Plan, among other things.

* The estimated number of patients is a reference figure based on historical medical data. It may vary from day to day.

* The publication of names is standard practice for medical institutions. Inclusion in the Regenerative Medicine Provision Plan is required by law, and publication on websites and other platforms is done within the scope of what is generally practiced, including by other hospitals. This is distinct from personal social media posts.

Eligibility Requirements

Qualifications: Obtained a medical license; completed initial residency training
Experience in Aesthetic Medicine: More than 1 year
Management Experience: We give priority to candidates with experience.
Required Procedures: Skin Rejuvenation Injection Techniques / Injection Techniques Using Cannulas / Thread Lift and Shopping Lift Techniques
Level of Knowledge: Possess approximately 80 percent of the knowledge required to provide counseling for our group’s treatments

Policies and Benefits

social insurance: Fully Equipped
Maternity and Parental Leave: Maternity Leave, Postnatal Leave, Childcare Leave, Caregiver Leave, and Part-Time Work Programs

* Other benefits are listed in the “Salary” section.

* The terms and conditions and personnel policies described herein are subject to change in response to shifts in the market environment. This approach is based on the principle of revising policies to maintain consistent decision-making criteria.

WHAT SETS US APART

Five Features of Our Group

I’ll summarize what I’ve discussed so far into five points. Each of these is derived from the decision-making criteria of “Three-Way Win” and “Smart Essential.”

01

There are guidelines

Our goal is a win-win-win situation. The solution we’ve arrived at so far, based on that principle, is Smart Essential. Everything—from our compensation system to our clinical operations and pricing—is derived from this principle.

Nothing is decided based on the mood of the moment or on someone’s whim.
02

The Group is responsible for the eight areas of management

Nine areas of expertise are required to run a clinic. The group handles the eight areas other than medical practice.

The director can focus on medical care and on-site management.
03

Generate revenue through volume and consistency, not unit price

We offer prices that make it easy to keep coming back, ensuring customer satisfaction and encouraging repeat visits. Our repeat customer rate exceeds 90%.

There are no counselors, and there are no individual quotas. The structure is such that the clinic does not need to ask staff to come up with proposals to increase the per-session fee.
04

The results come back that same month.

Your monthly salary is determined by a comprehensive evaluation of three factors: individual performance, clinic performance, and qualitative assessments.

We do not have a seniority-based pay system, nor do we provide bonuses twice a year in a lump sum. When results are achieved, we pay the corresponding amount as part of that month’s salary.
05

The number of locations will continue to grow.

Aesthetic medicine is a highly competitive field that undergoes rapid changes. Amid these conditions, our group continues to expand its network of locations.

Jimbocho Clinic, Yokohama Clinic, and Hatchobori Clinic. The Omiya Clinic will open in mid-October 2026.

FIT

This is ideal for people like this

For those who want to spend their time on medical care itself

The group handles patient recruitment, pricing, and financial management. The clinic director’s role is to provide medical care and ensure the clinic remains in good working order.

As a doctor, you have been trained in only one of the nine areas: the practice of medicine. We ask that you refocus your time and attention on that core responsibility. Whether or not you are interested in management is not a requirement for the position of clinic director.

Someone who is comfortable communicating using numbers and logic

You will meet with senior management once a week. We’re not looking for business expertise; rather, we want you to be able to describe what’s happening at the institute using facts and figures.

People who find joy in developing others and leading teams

Doctors, nurses, and front-desk staff. People with different roles and levels of experience work together seamlessly to keep the clinic running smoothly each day. It’s the clinic director’s job to design and nurture that environment.

Management is an area that doctors rarely have the opportunity to study systematically. We welcome anyone who is interested in developing these skills. The Group will provide the necessary systems and training materials, allowing you to focus on putting them into practice at your hospital.

If there's a better way, please let us know

Aesthetic medicine is a rapidly evolving field. What was considered the right approach yesterday may not necessarily be the right approach today. I’m looking to work with people who aren’t rigidly attached to their own methods and are open to adopting effective practices based on established standards.

ENTRY

About Applying

Information on the selection process, training programs, and our group’s approach to physician recruitment is summarized on the Physician Recruitment page.

View the Selection Process and Hiring Philosophy Apply for this job