![Official] Smart Skin Clinic｜Aesthetic Dermatology Group (Jimbocho, Yokohama)](https://smartskin-clinic.com/wp-content/uploads/2023/05/Smart-skin-clinic-ロゴ500-×-100-px.png)
Director
DOCTOR / DIRECTOR
Achieve a win-win-win situation.
At your clinic.
CONTENTS
Contents of This Page
We’ll walk you through the clinic director recruitment process, from the benefits of working here to the eligibility requirements. Tap an item to jump to that section.
- 01The Appeal of Working as a Clinic Director
- 02We’ll standardize the clinic’s decisions using the Smart Guidelines.
- 03The Director's Mission
- 04Our Approach to Clinic Revenue
- 05How Salaries Work
- 06Employment Conditions and Benefits
- 07Eligibility Requirements
- 08We're looking for people like this
The selection process, Smart Guidelines, and the compensation structure arePhysician Recruitment PageI've summarized them here.
WHY DIRECTOR
The Appeal of Working as a Clinic Director
We will entrust you with the management of the new clinic. The group will handle patient recruitment, pricing, and financial matters.
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01Salary
Estimated annual salary: 24 million to 40 million yen. The clinic's performance is reflected in your monthly salary.
In addition to the base salary, an incentive based on a combination of individual performance, clinic performance, and qualitative evaluations is added and reflected in the monthly paycheck. The clinic director’s allowance is not listed separately but is included in the annual salary.
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02Sharing the Work
The group will handle patient recruitment, pricing, and financial matters.
Advertising, websites, pricing, pharmaceutical procurement, contracts, and accounting—the group handles many of the practical tasks necessary to run the clinic. We entrust the clinic director with medical care and the day-to-day operations of the clinic itself.
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03Opening of the Clinic
We’ll entrust you with the new clinic from the moment it opens.
We are currently planning to open a new clinic, which will be the fourth in our group. We also plan to open additional clinics in Tokyo, primarily in Minato and Shibuya wards.
Division of Responsibilities Between the Group and the Director
At many clinics, the director may be responsible for devising patient acquisition strategies, identifying advertising channels, and even negotiating prices for supplies. Time that should be devoted to patient care and management is thus taken away.
Within our group, out of the nine areas necessary for clinic operations,The clinic director will be responsible for medical practice and on-site management, while the group will handle the other eight areas.
Recruitment and training will be divided between the Group and the clinic director. For recruitment, the Group will handle advertising and the initial screening, while the clinic director will conduct the final interviews with clinic staff and handle their onboarding. For training, the Group will establish the training system and provide the materials, while the clinic director will be responsible for on-site instruction and development.
GUIDELINE
We’ll standardize the clinic’s decisions using the Smart Guidelines.
The hospital director serves as a bridge between senior management and the staff on the front lines. That is precisely why the director shares the basis for decision-making with senior management.
The Smart Guidelines consist of two components: “Three-Way Benefit,” which ensures the simultaneous well-being of patients, staff, and management; and “Smart Essential,” which eliminates waste and directs investment where it is needed most. Both management and the clinic director use the same Smart Guidelines as their standard.
When There Is a Discrepancy Between Policy and On-the-Ground Reality
It’s possible for a disconnect to arise between management’s policies and the realities on the ground in any organization. When that happens, rather than deciding based on which side holds more sway, we discuss the matter by presenting facts and figures and evaluating it in light of the “three-way win” principle.
Final decisions regarding management are made by the executive team. These decisions are also made in accordance with the same Smart Guidelines. It is the clinic director’s responsibility to implement the established policies in the clinic’s operations and ensure that they are fully understood by the staff.
Policies are subject to change.
Cosmetic medicine is a rapidly evolving field. New treatments emerge, patients’ needs change, and we discover better methods. Each time this happens, the expectations we place on our clinics also change. We adjust our approach to ensure we continue to uphold the principle of “benefit for all three parties.”
It is not uncommon for management to be unaware of what is actually happening on the front lines. That is precisely why we place such importance on clinic directors sharing their firsthand insights, backed by facts and figures.
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 day-to-day operations. Discrepancies between management’s expectations and the realities on the ground can occur in any organization.
In such situations, our group makes decisions based not on the wishes of management or the intuition of frontline staff, but rather in accordance with the “Three-Party Benefit” principle and Smart Essential. Both management and the clinic director discuss matters based on the same standards.
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
MISSION
The Director's Mission
To increase the clinic's revenue and customer satisfaction, and to ensure the clinic continues to operate smoothly.
- Increasing the clinic's revenue and customer satisfaction
- Ensuring the clinic's operations run smoothly
- To promote Smart Essential throughout the clinic and embody it as the face of Smart Skin Clinic
- Being ultimately responsible for patient safety at the hospital
- Hiring and training staff
We evaluate our results from three perspectives: patients, staff, and management.
01For Patients
Raise the overall satisfaction rating for the entire institute to 90% or higher
The standard is a patient satisfaction score of 90% or higher at the clinic. Even though patients visit the same clinic, their experience varies depending on the doctor or receptionist they encounter. For patients, that single visit is everything. We ask that you ensure the clinic’s standards align with the level of medical care and patient service that you personally exemplify.
The first thing patients see isn’t the doctor’s face. It’s the entrance, the waiting area, the reception desk, and the examination room.
Our group does not invest in lavish interiors. However,Cleanliness and convenience are areas where we must go the extra mile, not cut corners.That is my view. For example, here are some points.
- Are the chairs in the waiting room and the hand mirrors in the examination rooms kept clean?
- Are staff members' bags and drinks placed where patients can see them?
- Are the traffic flow patterns practical?
Although these may seem like small things individually, they definitely have an impact on our patients. Please continue to review the entire clinic from the patients’ perspective.
02For Staff
Developing People and Running Operations
Doctors, nurses, and front desk staff. The day runs smoothly when everyone works together seamlessly. You will be responsible for training doctors and staff, creating work schedules, and conducting interviews.
When hiring staff for the clinic, the clinic director conducts the final interview. Being able to personally decide who to work with has a major impact on the clinic’s future.
When a problem arises, we look at the system, not the people.
When a mistake occurs or when results aren’t improving, instead of asking who’s to blame, we look to see where the problem lies in the system. Simply reminding people to be careful only resolves the immediate issue. If we change the system, the same thing won’t happen again.
03Management Relations
Once a week, we discuss facts and figures
You will be asked to participate in a one-hour online management meeting once a week.
What I’m asking for isn’t business expertise. I’d like you to convey what’s happening at the clinic—not based on gut feelings, but on facts and figures—and to offer suggestions for improvement.
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.
SALES
Our Approach to Clinic Revenue
We generate revenue through volume and repeat business, not unit prices.
A clinic’s revenue is directly linked to the director’s mission and salary. Both affordable prices and the salaries of doctors and staff are only possible when the clinic turns a profit, which is why our group places great importance on revenue.
What matters isn't whether you track sales, but how you track them.
In the field of cosmetic medicine, it is not uncommon for clinics to generate revenue by raising prices per treatment. Clinic directors may sometimes find themselves in a position where they have to ask staff to make recommendations that they personally do not believe are necessary.
Our group generates revenue by ensuring customer satisfaction through affordable prices that make it easy for clients to continue coming back. Our repeat customer rate for fiscal year 2025 exceeded 90%. We do not employ counselors, nor do we set individual revenue targets for doctors or staff. There is no system in place where the clinic director assigns numerical targets and pressures staff to meet them.
We review the clinic's financial figures with the management team during our weekly management meetings.
SALARY
How Salaries Work
Estimated annual salary: 24 million to 40 million yen. Incentives are calculated based on a comprehensive evaluation of individual performance, clinic performance, and qualitative assessments.
- Individual Achievements
- This is based on your own medical practice.
- The Institute's Achievements
- This reflects the overall improvement in the hospital.
- Qualitative Evaluation
- These are the aspects that aren’t reflected in the numbers. We evaluate whether we are embodying Smart Essential from three perspectives: patients, staff, and management.
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 during management meetings, observations during patient consultations, patient surveys, and quantitative metrics.
Incentives are calculated under the “Professional Human Resources System,” which evaluates performance based on predetermined rules. These rules apply equally to all employees and are disclosed in advance. The director’s allowance is not treated as a separate payment but is included in the annual salary; there is no pay raise system or bonus.
CONDITIONS
Employment Conditions and Benefits
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 for Clinic Staff Hiring
- Management Meeting
- Once a week for one hour, online
- Publication of Names
- You agree to the publication of your name on our website and in various media, as well as its inclusion in documents submitted in accordance with applicable laws and regulations.
* 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. Including them in required documentation is mandated by law, and their publication on websites and other platforms is within the scope of common practice, including at other hospitals. This is distinct from personal social media posts.
Salary and Benefits
- Estimated Annual Income
- 24 million to 40 million yen
- Incentives
- A fixed base salary is supplemented by incentives based on individual performance, clinic performance, and qualitative evaluations. These are reflected in the monthly pay.
- Compensation During the Probationary Period
- There is no difference.
- Pay Raises and Bonuses
- None (Performance is reflected in monthly incentives)
- Director's Allowance
- Included in salary (not listed separately)
- Commuting Allowance
- Up to 30,000 yen per month
- Housing Allowance
- None
- Welcome bonus
- 200,000 yen (80,000 yen after 90 days of work + 120,000 yen after 180 days of work)
* This offer is available only to those who apply via the form on our website. - 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
System
- social insurance
- Fully Equipped
- Maternity and Parental Leave
- Maternity Leave, Postnatal Leave, Childcare Leave, Caregiver Leave, and Part-Time Work Programs
* The terms and conditions and personnel systems described herein are subject to change in response to shifts in the market environment. This approach is based on the principle of adapting our methods to ensure we continue to uphold the “Three-Party Benefit” philosophy.
REQUIREMENTS
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
Even if you do not meet the eligibility requirements, you may still apply for a position as a full-time or part-time physician.
View Open Positions
WHO WE ARE LOOKING FOR
We're looking for people like this
For those who want to devote their time to patient care and building a practice
The group handles patient recruitment, pricing, and financial management. The clinic director is responsible for providing medical care and ensuring that the clinic operates smoothly.
Someone who is comfortable presenting facts and figures
You will meet with management once a week. We are not asking for business expertise; rather, we need you to convey what is happening at the clinic 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 day running smoothly. It is the clinic director’s job to organize 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.
Those who are open to adopting better methods
Aesthetic medicine is a rapidly evolving field. What was considered the right approach yesterday may not necessarily be the right approach today. We are looking to work with people who are open to adopting effective practices based on the Smart Guidelines, rather than clinging to their own ways.
ENTRY
About Applying
The selection process, Smart guidelines, and compensation structure are as follows:
We've compiled this information on our Physician Recruitment page.
The first interview will be conducted online via Google Meet. Since first impressions are important in our practice, please make sure to turn off any video-editing features—such as skin-smoothing or filters—before joining the call.