SVP – Commercial Growth — Specialist-Clinics Portfolio

The mandate

A specialist-clinics portfolio has grown through acquisition, bringing respected practitioners, complementary pathways and valuable referrer relationships into one group. Commercial activity, however, still operates as separate businesses: payer propositions overlap, consultants receive inconsistent messages and referrals often stop at the boundary of a legacy clinic. The board has authorised an urgent new SVP – Commercial Growth to turn integration into appropriate, profitable patient access.

Approximately 1,300 employees and material partners support consultations, diagnostics, procedures, rehabilitation, access and enabling functions across London and the wider United Kingdom. The SVP will lead payer relationships, referral development, proposition, pricing, partnerships and commercial analytics, reporting to the Group Chief Executive or nominated sponsor. Clinical need and patient choice determine care; commercial design must never reward unnecessary referral or constrain professional independence.

The starting point is a defensible portfolio proposition. The acquired clinics are known for different specialties and standards of service. Forcing them under generic claims would weaken trust. The SVP will define where an integrated pathway offers genuine advantage, where a centre should retain specialist identity and what evidence supports every promise made to patients, payers and referrers.

Referral development needs transparent practice. The organisation will provide useful education, access information and feedback to general practitioners and other referrers without gifts, pressure or disguised inducements. The SVP will set approval, fair-market-value and content controls for events, liaison activity and partnerships. Referral concentration will be monitored so growth does not depend on a handful of personal relationships.

Internal referral is not automatic capture. Patients must retain informed choice, and clinicians need confidence in the receiving service. The commercial team will map high-friction hand-offs, publish capacity and acceptance criteria and measure whether referrals complete safely. A transfer that increases group revenue but delays care or bypasses a better provider is not a success.

Payer propositions should align service, evidence and price. Insurers and corporate clients increasingly seek predictable access and outcomes, but bespoke reporting and service guarantees can consume significant operating capacity. The SVP will distinguish scalable configurations from exceptions, cost the complete pathway and negotiate remedies when authorisation or data dependencies sit with the payer.

Pricing must reflect constrained resources. A discount that fills consultation slots may overload diagnostics or procedure capacity and displace higher-value clinical work. Commercial analytics will model contribution through the pathway, including cancellations, consumables, clinician arrangements and follow-up. The SVP will use price fences and availability rules that remain fair, lawful and clinically appropriate.

The acquired businesses maintain multiple customer relationship systems and inconsistent source codes. The SVP will establish consented, privacy-compliant account and referral data without encouraging inappropriate patient profiling. Attribution rules must separate genuine commercial influence from demand that would have arrived anyway. Growth claims need reconciliation to attended, collected and clinically accepted activity.

Capacity is a commercial responsibility as well as an operating one. Promoting a specialty with an eight-week constraint damages referrer confidence. The SVP will agree demand windows with operations, pause campaigns when pathways become fragile and direct growth towards verified capacity. Commercial forecasts will state the clinician, room, diagnostic and support assumptions required for delivery.

Integration requires careful account ownership. Payers, employers and referrer networks have received approaches from more than one legacy team. The SVP will assign single accountable leads, preserve relationship history and resolve competing commission arrangements. No colleague should lose credit because another unit controls the new system, but incentives must move towards portfolio outcomes.

New services will be developed from unmet pathway needs rather than marketing fashion. Proposals require clinical sponsorship, demand evidence, workforce availability, regulatory fit and realistic ramp economics. Pilot success will be assessed on appropriate referrals, access, outcome and contribution. A launch will be stopped if it attracts demand the service is not designed to manage.

The leader must also build a commercial team credible in clinical settings. Training will cover pathway literacy, claims, consent, competition, conflicts and speaking up. High sales performance will not excuse boundary breaches. The SVP will personally address any concern that revenue pressure has influenced patient communication or practitioner behaviour.

What you will own

• Portfolio proposition, payer and referral strategy.
• Ethical referral-development and commercial-compliance controls.
• Integrated pathway growth with patient-choice safeguards.
• Pricing, contracting and constrained-capacity economics.
• Commercial forecasting, attribution and data quality.
• Account ownership and incentive integration.
• Evidence-based new-service development.
• Commercial leadership, capability and succession.

The first 12 months

During the first 45 days, meet priority referrers, payers and clinical leaders, reconcile the opportunity pipeline and identify propositions that exceed deliverable capacity. Suspend any commercial practice lacking clear approval or evidence.

By month six, launch the integrated proposition in selected pathways, establish single account ownership and implement portfolio pricing and attribution. Build visible capacity gates into campaign and contract decisions.

At twelve months, deliver 12% like-for-like collected revenue growth at or above agreed contribution, increase completed appropriate cross-clinic referrals by 30% and reduce duplicated payer proposals by 80%. No priority pathway should breach agreed access standards because commercial demand exceeded an unreported constraint, and all referral-development expenditure must pass documented review.

What the sponsor will assess

• Claims grounded in pathway evidence and clinical review.
• Referrer engagement free from improper inducement.
• Growth converted to attended, collected activity.
• Capacity constraints reflected before demand is generated.
• Patient choice protected during internal referral.
• Legacy incentives replaced by portfolio accountability.

The person

You bring 22–28 years in healthcare commercial leadership, with substantial experience across specialist providers, clinics, diagnostics, payers or adjacent regulated services. Your record includes integrating acquired commercial teams and growing multi-site pathways through a combination of referrer, payer and partnership channels.

UK healthcare market knowledge, commercial-compliance judgement and credibility with senior clinicians are essential. Candidates must show profitable growth after accounting for pathway capacity, not only contracted value. The role is anchored in London under a hybrid model, with significant time in clinics and with external stakeholders.

Compensation and terms

Base compensation is GBP 250,000–340,000 plus annual incentive and long-term participation linked to collected growth, pathway contribution, access integrity, compliant referral development and team integration. The permanent hybrid appointment is based in London, reporting to the Group Chief Executive or nominated executive-committee sponsor. The new seat is being filled urgently to support active integration.

Confidentiality

The clinics, specialties, practitioners, payers, referrers, patients, contracts and acquisition details remain confidential. More information follows conflict and suitability checks plus signed confidentiality. Candidates must not contact possible portfolio businesses or clinical stakeholders to infer the client.