Blood Bank / Transfusion Service Supervisor
- Work
- Transfusion service supervision overseeing compatibility testing, blood component inventory, staff competency, bench coverage, and unresolved-testing escalations
Position directory
Imaging, Lab, Rehab & Diagnostic Services Leadership: positions we recruit
Healthcare Headhunters recruits healthcare professionals for employers. No upfront fee. You pay only if you hire.
This is what we do all day: recruit healthcare professionals.
Choose a diagnostic services leader whose prior decisions match your departments, reporting lines, and daily flow of work.
No upfront fee. You pay only if you hire.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
Positions we recruit
Imaging, Lab, Rehab & Diagnostic Services Leadership
17 positions
17 matching positions
Breast Center Manager
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- Breast center operations management coordinating staff, screening and diagnostic appointments, biopsy handoffs, and abnormal-result tracking
Director of Imaging (Radiology Director)
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- Imaging department leadership directing modality staffing, examination delays, equipment downtime planning, and capital requests across radiology services
Director of Laboratory Services
- Work
- Laboratory service leadership directing responses to delayed results, instrument downtime, inspection findings, and corrective action follow-up
Director of Radiation Oncology Services
- Work
- Radiation oncology service leadership overseeing staffing, budgets, treatment schedules, equipment interruptions, and coordination across treatment stages
Director of Rehabilitation Services
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- Rehabilitation service leadership overseeing therapist scheduling, discipline leaders, operational reports, and inpatient or outpatient documentation issues
Director of Respiratory Care
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- Hospital respiratory care leadership coordinating therapist coverage, ventilator support, emergency response, ordered treatments, and equipment readiness
Imaging Supervisor
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- Imaging shift supervisor assigning technologists, adjusting exam schedules, addressing scanner outages, and separating scanning duties from supervision
Laboratory Manager
- Work
- Hospital, reference laboratory, or outpatient laboratory management overseeing departmental staffing, bench coverage, competency, and quality-control investigations
Medical Dosimetrist
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- Radiation treatment plan development using imaging review, beam geometry selection, dose optimization, and physician and physicist feedback
Medical Physicist
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- Medical physics assessment supporting treatment planning, treatment equipment, diagnostic imaging performance, radiation safety, and quality assurance
Outpatient Imaging Center Manager
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- Outpatient imaging site management overseeing modality schedules, service records, technologists, front-desk work, and operational reporting
Outpatient Therapy Clinic Director
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- Outpatient therapy clinic leadership supervising staff performance, cancellation reviews, patient access, coverage arrangements, and delegated clinic decisions
Pathologists' Assistant
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- Anatomic pathology specimen preparation involving gross examination, section selection, dictated descriptions, tissue processing preparation, and discrepancy escalation
Perfusionist / Chief Perfusionist
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- Bypass circuit operation by staff perfusionists, with chief oversight of staffing, equipment records, purchasing, and standards
Radiology / Imaging Manager
- Work
- Daily radiology operations management coordinating technologist assignments, imaging schedules, equipment availability, and examination workflow issues
Sterile Processing Manager
- Work
- Departmental management of instrument processing technicians, tray tracking, processing records, set release, and operating room concerns
Start with the work
What should you settle before you hire?
Imaging, laboratory, rehabilitation, and other diagnostic departments do not run alike. Imaging work turns on modality schedules, patient preparation, equipment availability, and radiologist communication. Laboratory work depends on specimen handling, testing flow, result reporting, and technical oversight. Rehabilitation leaders manage therapy schedules, documentation, treatment plan coordination, and discharge handoffs.
The titles and open-role counts appear in your page template. We help you distinguish real management scope from a broad title.
First, define the service boundary. You may need one department leader with deep discipline knowledge. You may need a director overseeing several outpatient sites and managers.
Next, separate oversight from direct authority. Some candidates scheduled staff and reported problems upward. Others approved hires, changed workflows, managed vendors, and owned department budgets. We ask what they decided personally, what needed medical or executive approval, and how they handled a disagreement with another department.
Ask for evidence
What should you check before an offer?
**Department scope.** Ask: “Which services, locations, shifts, and staff groups reported to you?” A useful answer names frontline staff, managers, patient or specimen flow, and the decisions the candidate owned. **Staffing changes.** Ask: “Describe a day when absences or volume forced a schedule change.”
- Look for a clear account of work reassigned, work delayed, affected teams, and the review after the shift.
- **Quality findings.** Ask: “What recurring problem led you to change a process?” Strong answers identify a repeat exam, specimen error, documentation gap, missed appointment, or therapy-record issue. The candidate should explain the change and what they measured afterward.
- **Equipment and supplies.** Ask: “Walk us through an equipment outage or supply interruption.” Listen for patient or specimen routing, vendor contact, staff communication, spending decisions, and the return-to-service plan.
- **Financial authority.** Ask: “Which budget lines did you control, and what action did you take when spending rose?” Useful evidence may include labor, supplies, maintenance, purchased services, or capital requests. Reporting a variance is different from managing it.
- **Cross-department handoffs.** Ask: “Tell us about a dispute involving registration, nursing, transport, ordering clinicians, billing, or information systems.” Look for a specific issue, a documented decision, and a change that affected daily work.
Different backgrounds, different fit
Where does relevant experience come from?
We recruit from hospital departments, outpatient centers, physician-affiliated services, rehabilitation programs, independent diagnostic operations, and laboratory settings. Candidates may explore a move after an ownership change, a reduced decision scope, a longer commute, or an opportunity to lead a different service mix.
Related experience can be valuable, but it does not automatically transfer across disciplines.
Avoid these
Which hiring mistakes should you avoid?
**Treating every diagnostic leader as interchangeable.** Match the opening to the department’s technical work, medical relationships, and operational decisions. **Accepting a broad title without testing authority.** Confirm who approved hiring, schedules, budgets, vendor choices, policy changes, and manager evaluations. An imaging leader may have broad outpatient oversight without laboratory testing knowledge.
**Ignoring work beyond the department.** Ask for one example involving registration, nursing, transport, billing, or information systems, and what changed afterward.
Put it to work
What are the next steps?
Tell us which departments, locations, shifts, reporting lines, and clinical partners fall within the role. Ask candidates about a staffing disruption, quality finding, equipment problem, and handoff dispute. We screen work history, credentials, and role fit through concrete questions. A combined-services leader must describe how they handled shared budgets and staffing while respecting different technical practices.
Define the service boundary
Identify decisions the leader can make and matters that need other approval.
Compare actual management work
We compare candidates against your staffing model, schedules, quality reviews, equipment decisions, budget responsibility, reports, and working relationships outside the department.
Interview against local scenarios
Confirm through references that they held the scope they describe.
What should we verify when a leadership opening calls for a professional license or certification?
Review the issuing body, current status, expiration date, and any listed restrictions for the license or certification tied to the role. Compare those records with the duties described in the candidate’s work history. Your organization makes final credentialing and privilege decisions.
When does one leader make sense across imaging, laboratory, rehabilitation, and diagnostic services?
One leader can fit when departments share sites, access planning, budget oversight, or common support functions. Separate discipline leaders may fit better when each service needs close technical direction or distinct medical-staff coordination.
How should we compare hospital and outpatient leadership backgrounds?
Hospital candidates may describe inpatient coordination, urgent work, call coverage, and relationships with medical staff. Outpatient candidates may focus on appointment flow, referral patterns, site schedules, and equipment downtime. Match their examples to your own service setting.
Can an imaging leader oversee laboratory or rehabilitation services?
Possibly, if the position centers on broad operational management and discipline experts remain involved in daily technical decisions. Ask what unfamiliar services they supervised, who advised them, and where their authority stopped.
What should references cover for this search?
Ask references about departments led, staff groups supervised, budget authority, quality follow-through, and response to staffing or equipment problems. Request one difficult decision and ask how the candidate communicated its effect on affected teams.
How can Healthcare Headhunters help with this hire?
Send us the role, where the person will work and what needs to change with this hire. We will ask about the work, not just the title. Share any license or schedule limits that could rule someone out before we begin the search.
Share the departments, locations, reporting structure, and decision authority tied to your opening. We will help you assess leaders against the work your service lines need done.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
Keep the hiring brief connected
Imaging, Lab, Rehab & Diagnostic Services Leadership hub
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