Head of Product Job Details Location Role type Work model Reports to Direct reports

Auckland Permanent, full-time Hybrid Chief Product and Technology Officer Yes

Last updated September 2026 SEVENTY PERCENT OF A NEW ZEALAND'S GENERAL PRACTICES OPEN OUR SOFTWARE FIRST THING EVERY MORNING. Medtech Global has spent 30 years building technology that supports clinicians across New Zealand and Australia. We have deep institutional knowledge of how healthcare actually works, and a clear-eyed view of where it needs to go. Our products sit at the centre of clinical workflows in thousands of practices. A GP finding a lab result, a practice manager chasing a claim, a nurse running a recall, a patient booking an appointment - all of it runs through software we build. When it is good, care gets easier. When it is not, we are the reason someone's day was harder than it needed to be, and the quality of care gets compromised. We are building what comes next, without stopping what works today - this is the key balance this role needs to keep in mind. This role owns the product portfolio that funds the company and the new products that will define it, and it owns the commercial model, the go-to-market, the product capability and product teams leadership that make both possible. WHY THIS ROLE EXISTS Medtech has a strong market position, real institutional knowledge, and products that have earned three decades of clinical trust. We now need a single owner of product strategy - someone accountable for what we build, why we build it, what we charge for it, how it reaches the market, and how the whole portfolio ladders into the business strategy. Current situations seems to be a paradox - we win most feature comparisons with our competitions and still lose deals. We have market-leading share and no strategy that lets us say no to anything. Our customers do not benchmark us against competitors - they benchmark us against the apps on their phones in their pockets. The market is moving on architecture, total cost of ownership, experience and AI velocity, and our product decisions have not yet been organised around that. At the same time, our bet is that the growth is not in the products we have. It is in Australia, in specialist and out-of-hospital care, in the data we hold and do nothing with, and in AI applied inside clinical workflow rather than bolted onto it.

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So this role carries two mandates at once: Defend and grow the established portfolio. These products carry the revenue and the cash flow. They fund everything else. They need retention, margin, pricing discipline, a credible release cadence, and a clear-eyed view of which capability actually moves a buying decision. This is portfolio management under real commercial constraint, it's not a greenfield exercise. Build the new products. New markets, new segments, new architecture, small teams, high uncertainty. Here the currency is validated learning, speed, and the discipline to kill things early. These require different operating models, different metrics, different funding logic and often different people, and the failure mode is running one playbook across both. Managing a mature product like a startup destroys the cash flow. Managing a new product like a mature one kills it before it finds a market. Holding both, without confusing them, is the core intellectual demand of this role. WHY THIS IS WORTH DOING This won't be easy. Healthcare is complex, regulated and high-stakes. The legacy is real, the transformation ahead is significant, and some of what needs fixing has been unaddressed for years. But there are very few product roles anywhere with this combination: an installed base most companies never reach, two countries, a portfolio spanning legacy to greenfield, a genuinely open field on AI in clinical workflow, and a mandate broad enough that the answer is not already written down. What gets decided in this role over the next three years determines whether Medtech is the platform for out-of-hospital care in Asia Pacific or an incumbent in managed decline. The Head of Product will help define what Medtech becomes. It is a rare opportunity, and we are looking for someone who sees that clearly, wants their fingerprints on it, and intends to enjoy the process. WHAT THIS ROLE DOES Own product strategy across the portfolio

• Own the product strategy for every product, and the logic that connects them - what each one is for, who it serves, where it wins, and what we will stop doing.

• Make the portfolio choices explicit: where we invest, where we hold, where we harvest, and where we sunset.

• Ladder product strategy into the business strategy, and hold the line when the two drift apart.

• Own the product operating cadence - reviews, KPIs and roadmap commitments. • Bring rigour to competitive and market understanding: buyer-weighted win/loss, churn

causes, segment economics. Replace anecdote with data and evidence.

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Run the established products like the business they are • Own the commercial performance of the revenue-generating portfolio - retention, margin,

licence growth, add-on adoption. • Own release credibility. Regulatory requirement and committed dates matter more to our

customers than any single feature. • Fix the experience debt where it costs us most. Workflows clinicians touch dozens of

times a day are where trust is won and lost. • Understand churn properly and make retention a product outcome. • Modernise deliberately and incrementally. A large installed base is an asset to be

protected while it is moved, not an obstacle.

Build the new products • Own the 0-to-1 portfolio: new segments, new markets, new architecture. Small teams,

tight loops, real customers early. • Run these with different metrics and different governance - evidence of demand and

willingness to pay before scale, not roadmap adherence. • Be willing to kill your own bets. The discipline to stop is what makes the discipline to start

affordable. • Make the interface with the established estate work. New products in this business do

not get to ignore the systems already in every practice. • Own the AI product agenda - AI inside clinical workflow, in the data we already hold, and

in the practice's commercial reality, not as a bolt-on feature.

Own the commercial model - pricing, packaging and go-to-market • Own pricing and packaging across the portfolio. In our market the commercial model is

doing at least as much competitive damage as any feature gap, and correcting it is among the highest-leverage moves available.

• Build the discipline behind it: value-based pricing, willingness-to-pay evidence, total cost of ownership modelling, bundling and tier design, and the sequencing of price change without triggering a customer revolt.

• Own go-to-market jointly with marketing and sales - positioning, messaging, launch, enablement, pipeline contribution.

• Make the commercial case for investment: business cases, unit economics, payback, and the honest version of the downside.

• Partner on partnership and platform economics - our integration ecosystem is a genuine moat and it needs a commercial model, not just an API.

Be Medtech's product voice in the industry - New Zealand and Australia • Get in front of customers constantly. Practices, clinicians, practice managers, corporate

and PE-backed groups, specialists, PHOs and health agencies, in both countries. • Represent Medtech externally - industry forums, sector bodies, regulators, conferences

and press - and be credible in a room full of clinicians. • Listen first, and listen for what is not being said. The most valuable thing a customer tells

you is usually not the thing they asked for. • Influence without authority, inside and out. Much of this role's leverage comes from

changing minds you do not control.

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Own delivery, not just direction • Own what the product teams commit to and what they actually deliver - scope, sequence,

date and quality. • Set and hold the release cadence across the portfolio, and make committed dates mean

something again, to customers and internally • Partner with engineering as a peer, not a client. Shared ownership of scope, sequencing,

the quality bar and technical investment, with the trade-offs made in the open rather than absorbed quietly.

• Own the flow of work end to end - discovery, build, release, adoption, measurement. Limit work in progress, make the pipeline visible, and clear the blockers your teams cannot clear themselves.

• Own release readiness with service delivery and marketing - documentation, training, enablement, support handover, and the loop back into the backlog.

• Treat quality as a product decision, not an engineering one. • Instrument delivery honestly - predictability, cycle time, escaped defects, adoption of

what we ship. • Lead the product teams through a significant shift of development capability onshore:

new teams forming around products, new ways of working, and leaders who have not operated this way before.

Lead, build and grow the product function • Lead the product management team directly - performance, development, careers and

the standard of the work. Assess capability honestly. Some strong people are in the wrong roles, and honest assessment is the first act of respect.

• Lead through others as the function grows. Develop product leaders, not just product managers, and build a bench that outlasts you.

• Raise the bar on the craft: discovery, problem definition, writing, prioritisation, outcome ownership, and working well with design and engineering.

• Set clear expectations and hold people to them. Feedback early, specific and kind. Lead situationally and deal with underperformance.

HOW YOU WILL WORK Work backwards from the customer and the business outcome. The key operating beliefs we borrow from the best-run product organisations, and expect fluency in:

• Customer obsession. Start with the clinician, the practice and the patient, and work back to the technology. Pay attention to competitors - but obsess over customers.

• Ownership. Think like an owner of the whole business, not a custodian of your patch. Act on behalf of the company, never say "that's not my job", and never trade long-term value for a short-term number.

• Invent and simplify. Expect and require invention from your teams, and always look for ways to simplify. Seek ideas from outside, and accept being misunderstood for long stretches when you are early to something.

• Outcomes over output. We measure the change in customer and business behaviour, not the count of features shipped. A list of dates and deliverables is a plan; a set of outcomes with evidence behind them is a strategy.

• Continuous discovery. Structured contact with customers every week, by the people making the decisions - not delegated to a report. Discovery and delivery run as parallel tracks, not sequential phases.

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• Empowered teams solving problems. Give teams problems to solve and the context to solve them, not features to build. Hold them to outcomes, and give them the customer access, data and technical judgment that makes that fair.

• Small bets, fast evidence. Attack the riskiest assumption first, at the smallest scale that produces a real answer. Prototypes, pilots and instrumented releases over long build cycles. Agree the kill criteria before you start, and honour them.

• Build a high-performance culture, not a high-pressure one. Clear expectations, visible outcomes, honest feedback, real consequences, and psychological safety.

• Be a player-coach, and go deep. You will be doing as much as directing: writing the strategy, sitting in the consultation room, building the pricing model, joining the sales call, editing the PRD. Read the ticket, watch the workflow, run the query yourself. The credibility of this role is built in the work, not the title.

Be fluent in modern AI - in how you work, and in what we build. • In your own practice. You use modern AI tooling daily in the actual work of product

management - synthesising research and support data at scale, drafting and pressure-testing strategy, specs and business cases, competitive and market analysis.

• In how the function works. Raise the AI capability of the whole product team - the tooling, the habits, and the judgment about where AI accelerates good work and where it produces confident nonsense at speed.

• In the product. You understand what current AI systems can and cannot reliably do, how they fail, what they cost to run, and how their quality is evaluated. You can tell the difference between a feature that uses AI and a feature that is materially better because of it.

• Responsibly, because this is healthcare. Clinical safety, privacy, data sovereignty, consent, bias, explainability, meaningful human oversight and a clean audit trail are product requirements from the first sketch, not a compliance review at the end. You should be able to tell us where you would refuse to apply AI, and why.

• Commercially and competitively. AI is changing cost structures, pricing models and buyer expectations in our market right now. Our customers are increasingly capable of building their own tools - we would rather build with them than find out about it afterwards

Hold the tension, don't resolve it. Everything above is capability. The three that close this section are about balance, where each asks you to carry two opposing things at once rather than pick a side.

• Be visionary when needed, pragmatic always. Set the long-term direction clearly, then make the small, deliberate improvements that compound. Progress is made in well-designed iterative steps.

• Diagnose before you solve. Our product landscape has complexity built up over decades. Understand the system before reaching for solutions. Root causes matter more than symptoms. First principles matter more than benchmarks.

• Take the work seriously and yourself lightly. This is hard, consequential, and often genuinely fun. People who need the work to be grim to feel it matters will not enjoy it here.

WHAT SUCCESS LOOKS LIKE AT 12 MONTHS Working backwards from where we aspire to be:

• A product strategy exists, is written down, is understood by the teams and the executive, and names what we are not doing.

• Every product has a clear owner, a defined position, a measurable outcome set, and a roadmap the business can commit to publicly.

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• The established portfolio is defended: retention improving, churn causes understood rather than classified, and release commitments met.

• Pricing and packaging reviewed and repositioned, with a defensible commercial model and a sequenced plan for change - and evidence of willingness to pay behind it.

• Go-to-market working as a joint operating rhythm with marketing and sales, with product marketing capability in place and launches that land.

• At least one new product bet in market with real customers, real evidence and an honest verdict - continue, pivot or stop.

• The Australian product position defined - segments, differentiation, and the specific competitors we are choosing to fight.

• Delivery predictable and measured: a published release cadence being met, delivery and quality metrics instrumented and reported honestly, and the onshore product teams operating with a working discovery-to-release rhythm.

• Continuous discovery running as normal practice - every product team in direct contact with customers weekly, and decisions visibly traceable to that evidence.

• AI applied where it earns its place: at least one AI capability in customers' hands with measured value, a responsible-AI standard the clinical and privacy sides accept, and a product team that uses AI fluently in its own work.

• Product management capability materially stronger: assessed honestly, roles corrected, gaps hired, craft standards raised and being coached.

• The product function is a trusted commercial partner to the executive. The person in this role is someone the CEO and CPTO take into a board room and a customer meeting with equal confidence.

WHAT WE'RE LOOKING FOR Essential

• 10+ years in product management, with at least 3 years leading product functions or teams of teams; a strong senior or group product manager ready to step up into their first head-of role will be considered

• Proven ownership of both sides of the mandate - you have grown a mature, revenue- generating product and taken something new to market, and can articulate why you ran them differently

• Commercial ownership - pricing, packaging, business cases, unit economics. You have set a price, defended it, and changed one without losing the base

• Go-to-market experience in genuine partnership with marketing and sales, from positioning through launch to enablement

• Deeply customer-facing. You have spent real time in your customers' environment, and your strategy shows it. Exceptional listener; persuasive without needing authority

• A track record of building product capability - assessing teams, correcting roles, coaching individuals, hiring well, and raising the standard of the craft

• Genuine delivery accountability. You have owned whether things shipped, not only what was on the roadmap - release cadence, quality bar, and the working relationship with engineering that makes both possible

• Fluent in modern AI on both sides of the role - demonstrably using it in your own product practice, and having shipped AI capability into a product where you can explain the value it created, the guardrails you put around it, and where you chose not to use it

• Strategic and team leadership together. You can write the strategy and lead the people who execute it.

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• Evidence-first temperament. You will not accept a metric without knowing how it was measured, or a roadmap item without knowing whose problem it solves

• Comfortable with legacy. A large installed base on older technology is the reality of the job, and you can modernise it without breaking the business that depends on it

• Willing to travel across New Zealand and Australia, regularly • Cross-functional leadership. You have led outcomes that run through functions you do not

own - engineering, design, service delivery, marketing, sales and finance, and built the shared operating rhythm that made it work. You are comfortable being accountable for a result you can only deliver through other leaders' teams

Strong advantage

• Health sector experience - PMS, EMR, health-tech - or another regulated, high-consequence domain

• Multi-market product ownership across New Zealand and Australia, or comparable two- market complexity

• B2B SaaS transition experience - on-premise or hosted to cloud, perpetual to subscription, or unbundled to all-inclusive pricing

• AI in a regulated or clinical setting - safety cases, model evaluation, or navigating a regulator's view of an AI-enabled feature

• Data and analytics product experience - turning an installed base's data into a product customers will pay for

• Platform, API or partner-ecosystem product experience, including the commercial model around it

• Experience through an acquisition or portfolio integration • Clinical background, or credible fluency with clinicians

OUR PRINCIPLES Here are the operating beliefs that shape every decision we make:

• Diagnose before you solve - understand the situation fully before reaching for a solution; root cause over symptoms

• The treasure is worth finding - hard problems are worth pursuing with conviction; believe the answer exists, even when it is not yet visible

• Meaningful work and meaningful relationships - the work matters, and so do the people doing it; we optimise for both

• Build great businesses by building great people - the quality of our people and their interactions is the engine of everything we produce

• First principles over analogy - break problems to fundamentals rather than reasoning from how others have solved it

At Medtech, we value adaptability and recognise that business needs may evolve over time. As such, this position description is subject to change.

Senior Manager – Compliance

Reports To Partners

Direct Reports None

Location Auckland

Employment Type Permanent, Full Time

Qualification Requirement Chartered Accountant or equivalent

Practising Requirement Current Public Practice Certificate (PPC) with ability to review and sign o client work

Role Purpose

The Senior Manager – Compliance is responsible for the e ective planning, coordination, review and delivery of the firm’s compliance programme.

The role will take ownership of compliance scheduling and workflow across the firm, ensuring work is progressed e iciently, completed to the required technical standard and delivered within agreed filing deadlines.

This is predominantly a review, quality control and workflow management role rather than an accounts preparation position. The Senior Manager will work closely with the Partners, Senior Managers and outsourced accounting provider to ensure compliance work moves e iciently through the business.

A key objective of the position is to enable the Partners to step away from the day-to- day management and delivery of compliance activity.

Key Accountabilities

Compliance Planning & Workflow

 Take ownership of the firm’s annual compliance programme, including scheduling and monitoring workflow.

 Maintain clear oversight of upcoming filing requirements, deadlines and priorities.

 Monitor progress against agreed compliance and filing targets.

 Identify potential workflow issues or delays and take appropriate action to keep work progressing.

 Ensure work is appropriately allocated between the internal team and outsourced accounting provider.

 Maintain visibility over the status of compliance work and provide regular updates to the Partners and wider team.

 Ensure outstanding matters are actively followed through to completion.

Review & Quality Control

 Review financial statements, income tax returns, GST returns, workpapers and supporting documentation prepared by others.

 Ensure work is technically accurate, complete and consistent with firm standards.

 Review and update resolutions, minutes and other associated statutory documentation as required.

 Identify and resolve technical or quality issues.

 Sign o client work where appropriate and within the scope of the position holder’s Public Practice Certificate.

 Maintain appropriate quality control processes across the compliance function.

Outsourced Provider Management

 Coordinate workflow with the firm’s outsourced accounting provider, Connect.

 Ensure work provided externally is appropriately scoped, prioritised and scheduled.

 Review the quality and completeness of work returned.

 Monitor turnaround times and address issues that impact the e iciency of the compliance process.

 Identify opportunities to improve the e ectiveness of the outsourced relationship.

Process Improvement

 Review existing compliance processes and identify opportunities to improve e iciency, consistency and throughput.

 Develop practical processes and controls that provide greater visibility over compliance workflow.

 Support the use of technology, automation and AI-enabled tools where these can improve the quality or e iciency of compliance delivery.

 Promote consistent ways of working across the firm.

Team & Stakeholder Support

 Work collaboratively with Partners and Senior Managers to ensure compliance requirements are appropriately prioritised and delivered.

 Provide technical guidance and support to other members of the team where required.

 Influence workflow and outcomes without relying on formal reporting lines.

 Build strong working relationships across the firm and with external service providers.

 Contribute positively to the firm’s collaborative and team-based culture.

Key Measures of Success

 Full ownership of the firm’s compliance schedule and workflow.

 Compliance work completed in line with agreed internal and statutory filing targets.

 Clear visibility across the business of compliance progress, priorities and outstanding work.

 Reduced Partner involvement in the day-to-day management and delivery of compliance work.

 Consistent quality and accuracy of reviewed compliance work.

 E ective utilisation and management of the outsourced accounting provider.

 Improved e iciency and consistency of compliance processes.

 Strong follow-through, with work progressed and completed without unnecessary delays.

Experience & Qualifications

 A current Public Practice Certificate, with the appropriate experience and authority to review and sign o client work.

 CA qualification or equivalent.

 Significant experience within a New Zealand chartered accounting or professional services firm.

 Strong working knowledge of New Zealand accounting, taxation and compliance requirements.

 Demonstrated experience reviewing financial statements, tax returns, GST returns and associated workpapers.

 Experience managing or coordinating a significant volume of compliance work.

 Experience working with outsourced or o shore accounting providers would be advantageous.

 An understanding of how technology, automation and AI can be applied to accounting and compliance processes.

Skills & Capabilities

 Strong planning, organisation and workflow management capability.

 Excellent attention to detail and commitment to quality.

 Strong technical accounting and tax judgement.

 Ability to prioritise and manage multiple competing deadlines.

 Strong follow-through and a focus on completing work.

 Ability to identify issues early and take practical action to resolve them.

 Confident reviewing the work of experienced accounting professionals.

 Collaborative and able to influence others without formal authority.

 Pragmatic and commercially minded.

 Comfortable working within a flat organisational structure.

Key Relationships

Relationship Key Stakeholders

Internal Partners; Senior Managers; wider accounting team

External Connect outsourced accounting team; clients as required; other professional advisers and external parties where relevant

Organisation & Team Structure

The firm comprises approximately 18 employees, including 12 accounting professionals and two Partners

The organisational structure is deliberately flat, with experienced Senior Managers responsible for their own client portfolios and no traditional junior or intermediate accounting layer. Preparation-level work is largely supported through the firm’s outsourced accounting provider.

The Senior Manager – Compliance will not have direct reports but will play a key role in coordinating compliance activity across the wider team.

Role Context

The role has been created to support the ongoing growth and development of the firm and the addition of new client portfolios.

The firm is also progressively refining its client base, with a focus on reducing unnecessary compliance volume while increasing the quality of clients and the level of value-added advisory support provided.

Current service delivery is approximately 60% compliance and 40% advisory, including business planning, forecasting, monthly / quarterly client advisory meetings, valuations, succession planning and CFO type services.

The firm predominantly works with privately owned businesses, typically with annual revenue of approximately $1 million to $10 million.

Remuneration

Indicative remuneration is expected to be in the range of $160,000–$180,000, depending on experience and the overall remuneration structure agreed.

Alternative remuneration structures, including performance or profit-related components, may be considered.

Equity is not currently part of the position.

Service Delivery Manager

Job Details

Location Role type Work model Reports to Direct reports

Auckland Permanent, full-time Hybrid CEO Yes

Last updated August 2026

SERVICE IS WHERE TRUST IS WON OR LOST.

Medtech Global has spent 30 years building technology that supports clinicians across New Zealand and Australia. We have deep institutional knowledge of how healthcare actually works, and a clear-eyed view of where it needs to go.

A practice does not experience our roadmap. It experiences the weekend the migration ran long, the call that was answered well, the training that finally made a feature make sense, and the ticket that went quiet. For our customers, that is the product. This role owns it end to end.

We are building what comes next, without stopping what works today. Around 1,300 practices across two countries depend on us in the meantime, and every one of them meets Medtech through the same three teams: the support desk that answers when something breaks, the field team that trains and upskills them, and the implementation team that brings them onto our platform. This role leads all three, in both markets.

WHY THIS ROLE EXISTS

We know what our customers currently think of us, because we asked them. The answer was not good, and we are not going to pretend otherwise. Fixing it is the single most important thing our leadership team has committed to.

The teams themselves are not the problem. They are capable, loyal people who carried a demanding two-year platform migration and know our customers better than anyone. What they have never had is a service function built around them: no service catalogue, no resolution commitments, no problem management, no owner of the customer journey between the sale and the renewal. The result is that individual effort substitutes for a system, the same issues resurface without ever being solved, and roughly 40% of what reaches our support desk are questions customers could have answered themselves if we had built the resources for them.

The Service Delivery Manager is the person who builds that function. The role reports to the CEO, sits on the leadership team, and owns the experience customers have of Medtech after the sale, across New Zealand and Australia.

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WHY THIS IS WORTH DOING

This won’t be easy. Healthcare is complex, regulated and high-stakes. Two markets, several products, thirty years of accumulated decisions, go-lives that happen at weekends because practices cannot take downtime, and one product line still stabilising. The legacy is real.

But the people on the other end of every one of those interactions are clinicians and practice staff doing their best work for patients, often under pressure, and what they get from us shapes their day. Service is where a customer decides whether we are a supplier they tolerate or a partner they recommend. Very few organisations offer someone the chance to design a service function from first principles for 1,300 healthcare customers. This is one.

WHAT THIS ROLE DOES

Build the service management function

- Define what Medtech commits to and to whom - the service catalogue, by product, market and tier

- Set service commitments customers can hold us to, including resolution and not only response, with severity definitions that reflect clinical and operational reality

- Stand up problem management, so recurring issues get a root cause and an owner instead of another ticket

- Own the customer side of incident management - triage, escalation, major-incident communication, and a clean path into engineering

- Establish the operating cadence: daily triage, weekly service review, monthly service reporting to the executive team, quarterly improvement plan

- Instrument it - first contact resolution, resolution against commitment, backlog age, reopen rate, deflection, and the defects that reach us through support rather than by accident

Own the customer journey after the sale

- Own it end to end: onboarding, implementation, go-live, hypercare, handover to business as usual, ongoing engagement, renewal, and exit

- Own the handover gates between implementation and support, so no practice is passed on with issues nobody owns

- Introduce exit interviews and churn cause analysis. We can currently describe who leaves us; we cannot reliably say why

- Be the named escalation point when we get it wrong, and the person who fronts it with the customer

Lead the support desk

- Lead and develop the Customer Experience Team across New Zealand and Australia - first line, escalation, and application support

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- Activate a team that is more qualified than its titles suggest; there is real clinical and technical depth on our desk that is currently under-used

- Give the team a genuine escalation route and the authority to use it. Customers tell us support feels under-empowered, and they are describing something real

- Design the self-service and knowledge experience that stops avoidable contact reaching the desk at all

Lead customer engagement and enablement

- Lead the Customer Engagement Managers - field-based training, upskilling, site visits and relationship management

- Redefine the mandate with a coverage model that states which customers see us, how often and why, and secure the investment to match it

- Build enablement that scales beyond people in cars - e-learning, in-product guidance, and training content customers can actually use

- Turn what the field learns into a signal the product organisation acts on

Own implementation delivery

- Own delivery predictability for implementations, migrations, practice mergers and greenfield installations across both markets

- Own capacity planning and effort data. Today we cannot settle a scoping question because we do not measure effort per site

- Make the delivery model sustainable. Weekend go-lives are a customer constraint; the answer is tooling and process design, not more weekends

- Own the quality gate at handover, and the issue registry that decides when a practice is genuinely live

Make the customer’s voice count

- Own the measurement system: customer NPS by market, product surveys, call sentiment and CSAT, and post-interaction feedback

- Close the loop, so customers can see what changed because they told us

- Never let a customer signal die in a queue. Our most recent product survey surfaced eleven reproducible defects that had never reached our support desk

- Partner with product and engineering so service evidence is a standing input to prioritisation, not an escalation

Use AI where it earns its place

- Own a measurable deflection and self-service target, and the capability behind it

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- Apply AI to triage, summarisation, knowledge generation, and coaching from real customer conversations

- Hold the line on quality. A knowledge base generated from historical tickets will scale whatever answers we are already giving, so raise the standard first and then automate it

- Measure what AI changes for the customer, not what it saves us in effort

HOW YOU WILL WORK

This is a player-coach role. You will lead three experienced leaders, and you will also be in the queue, on the escalation call, on the go-live bridge at 7am on a Sunday, and in the practice when it matters. The credibility of this role is built in the work, not the title.

Work on the system, not only in it. The pattern we most need to break is capable leaders carrying load heroically and never stepping back to change the mechanism that creates it. If you take this role and simply absorb the work, we will have hired the wrong person.

Be a multiplier. Your leverage is three leaders and around twenty people who already care about our customers, and a wider business that needs to understand what service performance is telling it. Build capability, not dependency.

Acknowledge before you explain. When a customer is angry, a list of what our software can do is not an answer. They want to be heard first, then given a plan they can trust. This role sets that standard and holds everyone, including the executive team, to it.

Be commercially aware. Service performance shows up in churn, renewal and price. You should be able to speak to it in a customer renewal, in a board paper, and in a conversation about what a practice is actually paying for.

Be AI-native. Service is one of the functions AI changes most and fastest. We expect you to stay at the frontier, apply it where it improves the customer’s experience, and govern it responsibly in a clinical setting.

Be visionary when needed, pragmatic always. Service maturity is built incrementally, not in a single transformation. Set the direction clearly, then make the small, deliberate improvements that compound.

Diagnose before you solve. Our service landscape carries thirty years of decisions. Understand the system before reaching for solutions. Root causes matter more than symptoms, and first principles matter more than checklists.

Measure honestly. We would rather know a bad number than be protected from it, and we are done delaying surveys because we expect the answer to be uncomfortable. If you need the number to be good before you will look at it, this is the wrong role.

WHAT SUCCESS LOOKS LIKE AT 12 MONTHS

Working backwards from where we need to be:

- Customer NPS on a measured, improving path, tracked separately for New Zealand and Australia

- Service commitments published, including resolution times, and met - with monthly service reporting the executive team relies on

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- First contact resolution improved and avoidable contact materially reduced against a documented baseline

- Problem management operating - recurring issues have a root cause, an owner, and a closure

- Implementation delivery predictable: committed go-live dates met, effort per site understood, and quality at handover verifiable

- Australia served to the same standard as New Zealand - coverage model live, baselines reported, no single points of failure, enablement available

- Churn causes known and feeding product, pricing and commercial decisions

- Customer problems reaching us through our own channels, rather than surfacing in a survey months later

- The three teams stable, developing, and clear about what they own, with no critical capability resting on one person

- A service roadmap the executive team can put in front of enterprise customers and health system partners with confidence

WHAT WE’RE LOOKING FOR

Essential

- 10+ years in service delivery, customer support or professional services, with at least 3 years leading at a senior level;

- Proven experience building a service function rather than inheriting one - commitments, cadence, reporting, problem management and culture introduced where they did not exist

- Experience leading managers, across locations and time zones, and developing them

- Ownership of a support function at scale - tiered support, service levels, escalation, and the tooling behind it

- Delivery credentials - you have owned implementation, onboarding or professional services delivery to committed dates

- Hands-on capability; you are comfortable doing as well as directing

- Customer-facing courage - able to sit in front of a frustrated customer, own the failure without deflecting, and be believed

- Evidence-first temperament - you will not accept “cannot replicate” as a closure when twenty customers report the same thing, and you will not accept a metric without knowing how it was measured

- Able to recognise when a software problem is a patient safety problem, and escalate it as one

- Excellent communication - able to translate service performance into business language and brief an executive team clearly

- Commercially aware - you understand how service performance shows up in churn, renewal and pricing, and can represent that in commercial conversations

- 6 -

- Applied AI in an operational or service context, and can say where it worked and where it did not

- Willing to travel regularly across New Zealand and Australia

Strong advantage

- Experience in healthcare or another regulated, high-consequence industry such as financial services or government

- Practice management, EMR or clinical software domain knowledge

- Formal service management grounding such as ITIL, held lightly - we want the discipline, not the bureaucracy

- Experience in a business running both cloud and on-premise estates

- Service design or customer experience practice exposure

- Experience with data migration or platform transition programmes

- Familiarity with modern service and telephony tooling such as HubSpot, Zendesk, ServiceNow or Dialpad

OUR PRINCIPLES

Here are the operating beliefs that shape every decision we make:

- Diagnose before you solve - understand the situation fully before reaching for a solution; root cause over symptoms

- The treasure is worth finding - hard problems are worth pursuing with conviction; believe the answer exists, even when it is not yet visible

- Meaningful work and meaningful relationships - the work matters, and so do the people doing it; we optimise for both

- Build great businesses by building great people - the quality of our people and their interactions is the engine of everything we produce

- First principles over analogy - break problems to fundamentals rather than reasoning from how others have solved it

At Medtech, we value adaptability and recognise that business needs may evolve over time. As such, this position description is subject to change.