Chief Marketing Officer — Connected-Care Platform

The mandate

A connected-care platform operates in hospitals across several Asian and European markets. The company seeks to demonstrate sustained clinical adoption, integrate the platform into nursing workflows, establish clear alert ownership protocols, and connect platform use to workforce, length-of-stay and escalation outcomes that matter to hospital buyers.

The company is preparing a wider launch and has proposed a broad brand campaign. The board believes the problem is more specific. Different buyers—nursing, medical, digital, procurement and finance—need credible evidence for different decisions, and the platform cannot claim outcomes not supported by study and operational data. Country teams also position the product differently, creating inconsistent expectations for implementation and service.

The Chief Marketing Officer will own market definition, portfolio positioning, evidence-based value communication, clinical demand generation and customer insight. The role will integrate product, medical, market access, commercial and implementation learning without turning marketing into owner of independent evidence. Approximately 625 employees and material partners fall within the wider customer and market perimeter.

This urgent new role is based in Singapore with a hybrid pattern and reports to the Chief Executive or designated executive sponsor. The CMO must spend time in hospitals and implementation settings and will be expected to narrow the initial market where evidence and workflow readiness support genuine adoption.

Why this seat is open

Marketing currently sits within device and country businesses. No leader owns the platform narrative across clinical workflow, digital, service and recurring value. The pilot results exposed that gap and prompted the board to create a group CMO role before scaling campaign and country investment.

What you will own

• Define priority clinical workflows, hospital archetypes and buyer problems using observed adoption, not total addressable bed counts.
• Build portfolio positioning and value communication for nursing, medical, digital, procurement and financial decision-makers with claim and evidence boundaries.
• Lead marketing, insights, portfolio and connected customer capabilities across a wider 625-person and partner perimeter.
• Create a learning system from pilot, implementation, usage, support and outcome data and feed it into product, service and country decisions.
• Design clinical demand generation with medical and professional communities while preserving scientific independence and compliant promotion.
• Establish common global narrative and local adaptation rules so country propositions do not create unsupported functionality or implementation promises.
• Integrate pricing and market-access insight, including how workflow benefit, interoperability, data governance and service affect willingness to pay.
• Reset measures and incentives from pilot count and connected endpoints towards activation, sustained use, expansion, renewal and evidenced pathway value.

The first 12 months

• Days 1–90: Reanalyse pilots by workflow, ward, role, adoption and outcome; identify where technical success did not become routine use. Select initial market and clinical segments, define claim boundaries and pause broad campaign work unsupported by customer and evidence strategy.
• Months 4–9: Launch the focused proposition, develop role-specific value materials and implement pilot-to-adoption measurement. Build customer advisory and implementation feedback, align country plans and generate the evidence agenda with medical and access leaders.
• Months 10–12: Demonstrate sustained use and expansion in selected cohorts, improved buyer alignment and a qualified pipeline with explicit workflow readiness. Complete the following year’s segmentation, evidence and market investment plan and establish successors across insights, portfolio and regional marketing.

What the board will measure

• Selected hospitals moving from technical connection to sustained clinical use with named workflow and ownership.
• Marketing and value claims supported by approved evidence and used consistently across markets and buyer groups.
• Qualified demand and expansion linked to workflow readiness rather than pilots, endpoints or campaign interaction alone.
• Improvement in adoption and renewal after implementation learning changes positioning, customer selection or product priorities.
• Market investment concentrated in segments with credible clinical and economic fit, with weak opportunities stopped.
• Strong leadership and collaboration across medical, product, commercial, access and implementation without blurred independent authority.

The person

You are a CMO, global marketing head, connected-care business leader or senior market-development executive with 22–28 years in medical devices, health technology or clinical software. You have commercialised a platform whose success depended on workflow adoption rather than installation. You have influenced at least SGD 1.5 billion in revenue or investment and led at least 300 employees and partners.

You understand institutional health adoption. You can distinguish the economic and clinical questions asked by nursing, medical, digital, procurement and finance leaders and build one coherent proposition without forcing identical messages. You have changed a launch or segment choice after pilot data showed weaker routine use than technical performance implied.

Relevant backgrounds include monitoring, remote care, clinical workflow, diagnostics or hospital software. Consumer digital-health experience alone is insufficient. Traditional device marketers must show recurring service and usage depth; software marketers must show regulated clinical claims and hospital implementation experience.

The role is based in Singapore with hybrid work and frequent international hospital travel. Candidates elsewhere may qualify with credible relocation and Asia-Pacific experience. The CMO must value evidence, resist inflated endpoint metrics and be willing to concentrate the market despite pressure for a broad global story.

Compensation and terms

The expected base is SGD 420,000–570,000, with annual incentive and long-term participation. Measures will cover adoption, evidence, qualified demand, portfolio focus and leadership. This is a permanent new appointment created urgently. Relocation and substantiated forfeited awards may be considered.

Confidentiality

The company, platform, pilot hospitals and adoption data remain confidential. Identifying information will follow only after relevance and confidentiality protections are in place. Applicants must not contact hospitals or technology partners to infer the organisation.

Each response must contain no more than 49 words.