Head- Offline Business Operations
at Traya Health
Location: Mumbai (On-site)
About Us
Traya is a direct-to-consumer hair care platform that provides a holistic treatment for individuals experiencing hair loss. Through personalized consultations, we identify the root cause of hair fall using a combination of Ayurveda, Allopathy, and Nutrition. Our unique diagnostic platform, combined with medically trained hair coaches and proprietary tech, ensures customers receive customized solutions delivered right to their doorstep — and the ongoing guidance they need to stay on track.
Founded by Saloni Anand (techie-turned-marketeer) and Altaf Saiyed (Stanford GSB alumnus), Traya’s mission is to de-stigmatize hair loss, address its emotional and psychological impact, and make effective treatment accessible to all.
Our Vision
We aim to create a global awareness movement around hair loss while delivering a scientifically proven, holistic solution that combines the best of three sciences.
The Mandate
1. Business Operations of Live Centers
Own the day-to-day running of every center once it is open — not how it gets built, but how it performs.
- Define and drive the operating rhythm for live centers: daily/weekly/monthly cadences, performance reviews, and escalation paths.
- Build a real-time view of center health (footfall, conversion, service quality, staffing, customer feedback) and run a tight review cadence against it.
- Read and act on city-specific nuance — what drives a center in Mumbai will not be identical to what drives one in a tier-2 city; this role is expected to spot that and adapt operations locally, not force a single template everywhere.
- Be the single point of accountability for how a center performs after handover from the expansion/launch team.
2. Outstanding Customer Experience, In Every Centre
The single biggest measure of this role's success: does every customer who walks into any Traya center, anywhere, have an exceptional experience.
- Define and own the in-center experience standard — from the moment a customer walks in to consultation quality to follow-up & retention — as a measurable standard, not a vibe.
- Build CX measurement directly into the ops rhythm: NPS/CSAT at center level, mystery audits, complaint resolution SLAs, and a closed feedback loop that actually changes how centers run.
- Own conversion as a core metric — walk-in to consultation to sign-up — and build the in-center playbook (consultation quality, objection handling, follow-up discipline) that drives it, in partnership with sales/growth where relevant.
3. Strong People Management
Centre experience is only as good as the people delivering it, every single day, without supervision.
- Own people outcomes at the center level — retention, performance consistency, motivation, culture — for Hair Coaches, ASMs, and center staff, in close partnership with the HR team, which owns hiring infrastructure, policy, and compliance.
- Build the regional management layer needed to manage people at scale — City/Regional Ops Managers — with clear spans of control as center count grows.
- Build a performance management cadence: clear KPIs, regular reviews, and a visible growth path from frontline staff into ops leadership roles.
4. Strong Processes for Operations & CX
Consistency across cities only happens if how a center runs is documented, trained, and audited — not passed down informally.
- Document every critical day-to-day process as a living SOP — center opening/closing, stock and consumables, service delivery, complaint handling, escalation — owned, versioned, and improved as the business learns.
- Build audit and mystery-shopper mechanisms to catch drift early across cities, and feed findings back into process and training.
- Build the structures (regional reviews, dashboards, escalation matrices) that let this role manage 200 centers with the same rigour as 25, without personally being in every city.
5. Training & Capability Development
As headcount and city count multiply 4–8x, capability has to scale through systems, not through this person being in the room.
- Build a structured, scalable training architecture for center staff — onboarding, CX/service standards, consultation and conversion skills, refreshers — deliverable consistently across cities.
- Establish a train-the-trainer model so quality doesn't bottleneck on a central team as the network grows.
- Build a capability development path for high performers — a real ladder from frontline roles into regional ops leadership, not just a training calendar.
6. Innovation for Growth
This role owns finding the next unlock for in-center growth, not just running today's playbook better.
- Drive innovation specifically aimed at conversion and growth — new consultation formats, in-center offers, service add-ons, or experience changes that move walk-in-to-sign-up rates.
- Pilot and scale operational improvements (scheduling, queue management, staff productivity tools) that improve both customer experience and center economics.
- Build a continuous-improvement mechanism — a regular ops/growth review — where field learnings from individual cities get tested and rolled out network-wide rather than staying local.
Ideal Candidate Profile
- 10-12+ years running multi-unit, multi-state retail/service operations — ideally from a clinic/healthcare-adjacent chain, diagnostics, optical, salon/wellness, or QSR background where consistent in-store experience and conversion are the core challenge.
- Proven track record of running (not just launching) a large, geographically spread network — strong on day-to-day rigour, not just one-time setup.
- Has owned conversion/sales metrics at the center or store level, not just operational uptime — comfortable being measured on revenue outcomes, not only process compliance.
- Has built or scaled a regional management layer and can speak concretely to how they managed people performance across cities they weren't physically present in.
- Demonstrated experience adapting a standard operating model to local/city nuance, rather than forcing one-size-fits-all execution.
- Track record of building training and capability-development systems that held up under rapid headcount and location growth, not just designed on paper.
Traya provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, nation origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by central, state, or local laws.
