Director – International Patient Operations

Why this role matters

We're building one of the world's largest digital healthcare companies, and a better kind of healthcare with it. No waiting rooms, no phone queues, no repeating your story. Care that knows your health, any hour of the day, for millions of patients globally.

Our patients don't walk into a clinic. When they have a question about their treatment, a delivery, their results, a side effect or a payment, they talk to our patient facing team. That conversation often decides whether someone trusts us and stays on their treatment. If patients can't get help quickly and safely, nothing else we build matters. This role leads that work across every brand and market.

It's a senior leadership role reporting to our Chief Commercial Officer. You'll work directly with market GMs and the leaders of Clinical, Product, Growth, Finance and AI on the calls that shape how we grow.

How we think about patient operations

• Resolution is the measure. We judge ourselves on whether the patient's problem is fully fixed, safely, the first time.
• Every contact tells us something. Most patient questions point to something upstream we can do better across Product, Clinical or Growth can fix.
• Growth shouldn't automatically mean more headcount. Where capacity sits is a design decision.
• We don't automate to deflect. If AI handles a conversation, it has to handle it better: faster, more personal, just as safe. Where it can't, a human does.
• Service makes money as well as costing it. Supporting patients to achieve great outcomes, payment recovery and proactive outreaches are part of the job.
• Good market leads make the call themselves. A function that runs through one person can't keep up with a business growing this fast, your job is to build the system that works

What you'll own

1. The operating model. One performance rhythm across market teams, Manila, workforce planning, AI and partner operations. Monthly reporting that GMs and the leadership team use to make decisions.

2. Resolution and safety. Complete resolution, reopens, quality, response times, AI containment and 24-hour care, with clinical escalation risk visible throughout.

3. Capacity, cost and commercial contribution. Where capacity sits in each market, when captive, vendor or automation is the right answer, and what it costs to serve a patient. Plus the saves, payment recovery, outreach and conversion lines.

4. The big design calls. Where automation goes. Which channels earn their place, including live chat, WhatsApp and voice. What stays the same in every market, and what changes for language, regulation or clinical risk.

5. Patient insight. Taking contact drivers, complaints, reopens and verbatims to the leaders of Product, Clinical and Growth, and agreeing with them what gets fixed.

6. Growth and integration. Landing new brands, markets and operating models while core service keeps running. When launches, backlogs, escalations and partner constraints all hit at once, you set the priorities.

7. Your leadership team. Building market leads who make their own automation, headcount and channel calls.

About you

You're a senior leader who sees service as part of how a business grows. You might have come up through operations, or through strategy, consulting, commercial or general management roles before running operations. We care most about strategic thinking and how you partner with other leaders. Experience running service at scale is essential too.

You're likely to have:

• Been a strategic partner to GMs or executives on growth, cost, market entry or operating model decisions.
• Led or been accountable for a customer or patient-facing operation of around 200+ people, or 150+ plus a partner network whose performance and commercials you owned.
• Worked across several markets, languages and regulatory regimes, somewhere quality, safety or trust really mattered.
• Worked closely with offshore, captive or BPO capacity, including SLAs, rate cards and site economics, and moved work between locations.
• A strong grasp of service economics, and the judgement to know when the data runs out.
• Written one-page recommendations, with options and a number you can defend, that changed executive decisions.
• Challenged GMs, vendors and product leaders when a trade-off was wrong.
• Got more satisfaction from a market lead making a good call without you than from making it yourself.

Bonus points

• You've worked in strategy, consulting, commercial or general management.
• You've launched a new market, site or hub, or integrated an acquired team or brand.
• You've moved a high-volume operation onto AI while protecting quality and safety.
• You've made a captive-versus-vendor decision and can explain the maths.
• You've grown a revenue or retention line from inside a service function.
• You've built successors who now run your former scope.