Chief Marketing Officer — Virtual-Care Division

The mandate

An Australian virtual-care division is appointing a marketing leader to restore differentiation and place safe demand generation under disciplined control. Rapid growth means brand, performance media and service teams now require unified governance and consistent evidence thresholds.

Approximately 725 employees and material partners support virtual consultations, care programmes, product, engineering, clinical operations, customer service and commercial channels. The CMO owns brand, growth marketing, communications, content, insight, lifecycle engagement and marketing operations, reporting to the Group Chief Executive or nominated sponsor. Clinical claims require authorised professional approval; privacy and legal teams retain independent challenge.

The first action is a claims inventory. Every statement about access, practitioner availability, response, treatment, outcome or savings needs source evidence, intended audience, review owner and expiry. The CMO will withdraw or qualify language whose meaning exceeds the evidence. Fine-print correction is insufficient where the headline creates a different impression.

Demand must match safe capacity. Marketing cannot promote immediate access when the right clinician, pathway or follow-up service is constrained. Campaign plans will include capacity confirmation by time, geography and skill. When queues breach thresholds, spend should pause or redirect, and prospective patients should receive accurate alternatives rather than artificially optimistic estimates.

Attribution will be rebuilt from consented first-party data and credible experiments. Last-click reports currently claim patients who were already referred or returning. The CMO will use holdouts, incrementality tests and cohort analysis, reconciling marketing response to eligible, attended and collected activity. Media efficiency does not compensate for inappropriate demand or repeated contacts.

Brand strategy should express the division's real clinical and service strengths. Virtual care is not simply convenience; it may provide continuity, earlier access or support between physical visits when the pathway is designed for it. The CMO will avoid suggesting that digital care suits every condition and will make escalation to in-person or emergency services clear.

Audience practices need health-data sensitivity. Search behaviour, symptom content and programme participation can reveal intimate information. Segmentation, retargeting and lookalike use require purpose, consent and review. The CMO will prohibit targeting that could exploit vulnerability or expose a person's inferred condition to shared devices or platforms.

Content operations will involve clinicians without overwhelming them. Standard evidence libraries, review thresholds and expiry alerts will allow routine material to move efficiently, while higher-risk claims receive direct sign-off. Testimonials need genuine consent, representative context and no implication that one patient's experience predicts another's result.

Payer and employer marketing requires distinction from direct patient communications. A programme may promise access, reporting or workforce benefit under contract, but employees still need clarity about privacy and clinical independence. The CMO will ensure sponsor messages do not imply that employers receive individual health detail or influence care.

Lifecycle communication can improve continuity when governed well. Reminders, education and follow-up should link to an active care plan and give recipients meaningful preference control. Engagement tactics that create anxiety to drive rebooking are unacceptable. The team will measure completed appropriate actions and reduced loss to follow-up, not opens alone.

Reputation response will become evidence-based. Complaints and social posts may signal access or clinical concerns that cannot be handled as ordinary customer sentiment. The CMO will establish rapid triage to service, privacy or clinical owners, preserving records and responding without disclosing patient information. Communications will be candid about what is known and under review.

Agency and technology governance will be tightened. Platforms, affiliates, influencers and creative partners must follow health-claim, privacy and brand controls. Contracts should provide audit, data-return and termination rights. The CMO will end relationships that cannot disclose placement, targeting or lead provenance, regardless of attractive acquisition cost.

The marketing team needs a new performance culture. Objectives will balance incremental appropriate demand, trust, capacity fit, privacy and contribution. Staff should be rewarded for stopping an unsafe campaign. The replacement leader will develop evidence, clinical collaboration and experimentation capability while addressing conduct or judgement gaps directly.

What you will own

• Brand, growth, communications and patient engagement.
• Clinical-claim inventory, approval and expiry.
• Capacity-aligned demand generation.
• Incrementality, attribution and marketing economics.
• Health-data audience, consent and partner controls.
• Payer, employer and direct-patient proposition clarity.
• Reputation triage and crisis communication.
• Marketing leadership, capability and succession.

The first 12 months

Within 30 days, audit live claims, pause campaigns that exceed capacity or evidence and reconcile the prior acquisition baseline. Establish clinical and privacy escalation for marketing activity.

By month five, implement an approved claims library, capacity gates and experimental attribution. Recontract or remove agencies lacking transparent data and placement controls.

At twelve months, achieve 100% current evidence for material clinical claims, improve verified incremental attended demand by 20% and reduce acquisition cost per appropriate completed episode by 15%. No campaign should run beyond a breached capacity gate, complaint escalation should meet a 24-hour triage standard and at least 40% of measured conversion must be supported by controlled incrementality tests.

What the sponsor will examine

• Claims communicating the limits of virtual care honestly.
• Demand generation stopping when pathways are constrained.
• Attribution separating referral, return and incremental patients.
• Sensitive audience data used with valid permission.
• Reputation concerns reaching clinical owners quickly.
• Teams rewarded for evidence and responsible restraint.

The person

You bring 22–28 years in brand and growth leadership, with CMO or major-division accountability in healthcare, insurance, digital health or another regulated consumer service. Your record includes rebuilding claim governance, proving media incrementality and changing demand when operating capacity was constrained.

Australian health advertising, privacy and consumer-protection exposure are important. You can partner credibly with clinicians and explain why a commercially effective message must still be removed. The permanent hybrid role is based in Sydney, with regular presence alongside product and clinical operations.

Compensation and terms

Base compensation is AUD 440,000–590,000 plus annual incentive and long-term participation linked to verified demand, claim integrity, capacity fit, privacy, contribution and team renewal. The permanent hybrid appointment is based in Sydney and reports to the Group Chief Executive or nominated executive-committee sponsor. Replacement is urgent while corrective marketing work continues.

Confidentiality

The division, patients, practitioners, campaigns, claims, payers, agencies and performance evidence are confidential. Further information follows conflicts and signed confidentiality. Candidates must not interact with suspected services or agencies to infer the organisation.