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.