Chief Human Resources Officer — Connected-Care Platform

The mandate

A medical-technology group is preparing to launch a connected-care platform that links bedside devices, remote monitoring, clinical workflow software and service analytics. The existing organisation is strong in hardware engineering, regulatory execution and field service. The new model requires product management, cloud operations, cybersecurity, implementation and customer-success capabilities that sit uneasily within established device and country structures.

Pilot hospitals have responded positively to the clinical workflow, but internal ownership is blurred. Device business units want to protect installed-base economics, the digital team owns shared components without full product authority, and country commercial leaders are unsure whether implementation specialists belong in sales, service or a regional platform group. Recruitment has begun ahead of a settled operating model. Attrition among senior software and security employees is higher than the company average, partly because technical careers and release accountability remain unclear.

The Chief Human Resources Officer will lead the organisation and talent architecture behind the launch. The remit spans operating model, leadership selection, workforce planning, critical hiring, technical careers, reward, performance, culture and employee relations across approximately 1,250 employees and material partners. The CHRO must help the business become a connected-platform company without denigrating the device, quality and field capabilities on which patient trust still depends.

The role is on site in Singapore and reports to the Chief Executive or designated executive sponsor. This is a planned new appointment with substantial board exposure. The CHRO will work across Asia, Europe and North America and must be prepared to resolve global-versus-country decisions before launch work is diluted by repeated matrix negotiation.

Why this seat is open

The people function is currently led through regional and divisional HR executives. The platform launch creates enterprise questions that no one regional leader can settle, including which capabilities are shared, how software accountability interacts with regulated product governance and how incentives work across device and recurring-service revenue. The board has therefore established a group-level CHRO seat.

What you will own

• Design the target organisation for platform product, engineering, cloud operations, cybersecurity, implementation, service and country commercial interfaces, with explicit decision rights.
• Lead workforce and capability planning across approximately 1,250 employees and partners, quantifying build, buy, partner and redeploy choices by role, proficiency, location and timing.
• Conduct executive assessment and selection for the platform leadership team, including decisions where strong device leaders do not fit expanded digital accountability.
• Create technical career and reward architecture for software, security, data, systems and clinical-integration talent without creating a privileged culture detached from quality and customers.
• Redesign goals and incentives across device sales, software subscriptions, implementation and service so teams do not optimise bookings at the expense of adoption or safe operation.
• Build leadership routines that reconcile agile delivery with design controls, cybersecurity evidence, release governance and field feedback.
• Govern cross-border hiring, mobility, consultation and employment change, addressing duplicated roles and new hubs with lawful and transparent processes.
• Strengthen succession and retention for critical product, quality, security, field and country leaders through launch and early customer scale.

The first 12 months

• Days 1–90: Map current accountabilities, capability and critical attrition; stop recruitment against ambiguous roles. Agree organisation principles, appoint interim owners for launch decisions and assess the top leadership slate. Identify capability gaps that cannot be closed through hiring within the product timetable.
• Months 4–9: Implement the target leadership and team model, launch technical careers and align executive objectives. Complete critical build, partner and redeployment choices; establish launch workforce readiness by market and hospital implementation wave. Resolve affected roles through required consultation and respectful transition.
• Months 10–12: Demonstrate that product, security, quality, implementation and country decisions occur within agreed authority and time. Show improved retention in scarce disciplines, credible successors for critical roles and a workforce plan tied to verified customer adoption rather than optimistic shipment forecasts.

What the board will measure

• Critical platform and launch roles filled with demonstrably qualified leaders by the evidence and market gates, not simply by the hiring plan date.
• Reduced regretted attrition and improved internal progression in software, cybersecurity, product and clinical-integration disciplines.
• Decision-right effectiveness across platform and country teams, measured through release, implementation and customer issue cycle times.
• Incentives aligned to safe activation, adoption, recurring value and service outcomes rather than device shipment or subscription signature alone.
• Workforce cost and headcount within the approved build, redeploy and partner plan, with premature or duplicate hiring corrected.
• Succession coverage across platform, quality, security, field and commercial leadership, with development owned by line executives.

The person

You are a CHRO, regional CHRO, global talent and organisation leader or divisional people executive with 22–28 years in medical technology, health technology, industrial software or another regulated connected-product business. You have redesigned an organisation moving from hardware transactions towards software and recurring services. You have supported at least 1,000 employees across three regions and led a people team of at least 50.

You understand the organisation consequences of connected products. You can define who owns a platform, a device integration, a regulated release, a hospital implementation and a recurring customer outcome. You have selected leaders across hardware, software and commercial domains and can explain when integration requires common accountability and when specialist independence must remain.

Relevant candidates may come from medical devices, diagnostics, enterprise health technology, connected industrial systems or safety-critical software. Direct regulated-product experience is important. A general technology CHRO must demonstrate design-control, quality or safety culture exposure; a traditional device CHRO must demonstrate software-product and scarce-digital-talent depth.

The role is based on site in Singapore with significant international travel. Candidates elsewhere may qualify with credible relocation. The board seeks a leader who can challenge executive peers with operating evidence, handle difficult selection decisions and retain respect for the field and engineering populations whose established expertise enables the new platform.

Compensation and terms

The indicative base salary is SGD 420,000–570,000, with annual incentive and long-term participation. Measures will cover leadership readiness, capability, retention, decision effectiveness, workforce discipline and launch outcomes. This is a permanent new appointment. Relocation and substantiated forfeited awards may be considered within final terms.

Confidentiality

The company, product platform, pilot hospitals and affected leaders are confidential. Identifying information will be released only after fit and confidentiality obligations are established. Candidates must not contact hospitals, suppliers or possible employees to identify the organisation.

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