SVP – Digital and Customer Platforms — Connected-Care Platform

The mandate

A connected-care portfolio links monitoring devices, hospital systems and remote clinical workflows across several markets. Growth has produced a version problem. Country submissions, customer-specific interfaces and local hosting decisions have created branches that do not move at the same pace. A security fix or workflow improvement can require separate assessment and validation across configurations, and support teams cannot always identify which software, interface and clinical rules a hospital is running.

The regulatory backlog is therefore also a product and customer problem. New market features wait behind maintenance submissions, hospitals receive inconsistent roadmaps and engineering effort is consumed by parallel releases. A proposal to move every customer rapidly to one cloud platform underestimates data-residency, network, validation and clinical-change constraints. Maintaining every branch indefinitely is equally untenable.

The SVP – Digital and Customer Platforms will own the platform and migration strategy across digital product, software engineering, customer implementation, service operations and connected data interfaces. Quality, regulatory, cybersecurity and medical leaders retain independent authority. The SVP must create a release and customer model in which shared capabilities can scale without treating regulated differences or hospital environments as avoidable exceptions.

Approximately 725 employees and material partners sit within the broader perimeter across Singapore and international markets. The role is on site in Singapore, reports to the Chief Executive or designated executive sponsor and is an urgent replacement. It requires direct hospital and engineering engagement and cannot be managed as a portfolio of outsourced integration projects.

Why this seat is open

The former digital leader left after disagreement about the pace and governance of platform consolidation. The departure was orderly and unrelated to misconduct. Interim leadership has protected current releases, but the board needs one executive to decide the target architecture, regulatory sequence and customer migration while addressing a backlog that continues to consume capacity.

What you will own

• Establish the authoritative configuration view linking device, software, interface, clinical rules, hosting, market approval and hospital deployment.
• Decide the common platform and permitted-variation model, supported by clinical, regulatory, cyber, data-residency, customer and economic evidence.
• Lead approximately 725 employees and partners across digital product, software, implementation, platform operations and connected customer interfaces.
• Create a release strategy that groups changes coherently, maintains traceability and reduces parallel validation and submission work without bundling unrelated risk.
• Segment and execute hospital migrations, including interface testing, clinical workflow validation, training, downtime, rollback and retirement of obsolete versions.
• Integrate customer roadmap commitments with actual submission, engineering and implementation capacity; stop bespoke promises made outside approved variation boundaries.
• Set service ownership, observability, incident and recovery standards across shared cloud components, devices and hospital-controlled dependencies.
• Build digital economics around active use, support burden, version cost, implementation and recurring value rather than connected-device count alone.

The first 12 months

• Days 1–90: Reconcile deployed configurations and submission commitments, identify unsupported or high-risk branches and stabilise critical security and clinical updates. Agree architecture and variation criteria with control functions. Reset customer roadmaps where promised dates do not match regulatory and delivery reality.
• Months 4–9: Secure approval for the target platform and migration sequence, consolidate selected branches and complete the first representative hospital transitions. Introduce release-train, configuration and service ownership, reduce unapproved custom work and align commercial contracting to supported configurations.
• Months 10–12: Demonstrate faster controlled release of a priority change across multiple markets, retirement of named legacy versions and reliable operation at migrated hospitals. Publish a funded two-year submission and platform roadmap and establish successors across product, engineering and implementation.

What the board will measure

• Complete visibility of live hospital configurations and their software, interface, hosting and regulatory status.
• Reduction in unsupported branches, duplicate validation and avoidable submission rework without an increase in safety, security or service incidents.
• Hospital migrations completed against workflow, interface, training, downtime and rollback criteria, with obsolete versions actually retired.
• Critical fixes and approved features reaching supported markets within agreed lead time and traceability requirements.
• Customer roadmap accuracy and lower volume of bespoke commitments outside the approved product and variation model.
• Improved digital contribution after implementation and support cost, alongside active clinical use and service reliability.

The person

You are an SVP or VP of digital product, connected platforms, software engineering or customer technology with 22–28 years in medical devices, health technology or another safety-critical regulated product. You have consolidated regulated software versions and migrated live institutional customers. You have controlled at least SGD 300 million in technology and product investment and led at least 400 employees and partners.

You understand that a shared codebase does not automatically create one regulated product. You can work through intended use, configuration, clinical workflow, interfaces, validation, cybersecurity and market approval and can make a justified decision on which variation to preserve. You have retired a legacy version while protecting hospital continuity.

Relevant candidates may come from connected devices, monitoring, clinical software, imaging or diagnostic platforms. Enterprise software leaders must demonstrate regulated change and patient-facing workflow depth. Traditional device leaders must show modern cloud, service and software-product accountability.

The role is on site in Singapore with international hospital and development travel. Candidates elsewhere may qualify with relocation and comparable Asia-Pacific experience. The SVP must be capable of setting a firm platform boundary while listening carefully to clinical and local evidence that a difference is real.

Compensation and terms

The expected base salary is SGD 420,000–570,000, accompanied by annual incentive and long-term participation. Measures will focus on configuration control, backlog reduction, safe migration, release performance, customer trust and digital economics. This permanent urgent replacement includes potential relocation and treatment of verified forfeited awards.

Confidentiality

The client, platform, hospital deployments and submission status are confidential. Identifying information will be released only after relevance and confidentiality protections are established. Applicants must not contact hospitals, regulators or technology partners to infer the company.

Each response must contain no more than 49 words.