Field-Service Skills Recovery Leader — Medical Diagnostics

The mandate

Country teams currently apply inconsistent diagnostic trees, evidence capture and stop-work judgement, despite product academies teaching components and procedures. A new instrument generation will enter hospitals before a permanent capability head can be appointed.

The ten-month assignment begins within twelve days, spanning baseline diagnosis, two product-release waves, eight country residencies, four independent recovery trials and the permanent search. Every software release, component substitution, safety notice, field failure, service bulletin or unfamiliar error code will trigger a governed competence response. The final six weeks are protected for successor induction; extension will not fund routine service management.

Handover is earned when role-specific fault-isolation standards, case libraries, trainer calibration, supervised practice, authorisation evidence and renewal triggers operate without the interim. In the decisive test, country teams must restore four blinded instruments—one with misleading telemetry and another with an intermittent fluidics fault—while the successor adjudicates evidence, escalation and safe return to customer use.

The interim may pause unsafe learning, restrict independent work where competence evidence is absent, redirect €18 million of approved capability expenditure, commission controlled training rigs, replace temporary faculty and set release-readiness gates. Engineering approves technical procedures; Quality determines reportability and release requirements; Service Operations owns customer commitments. Permanent appointments, product design and any spend beyond the authorised envelope require executive approval.

Live instrument certification, regulatory submissions, warranty policy, spare-parts redesign, customer compensation, disciplinary action and commercial service strategy sit outside the mandate. The leader may quarantine a learning pathway or escalate unsafe deployment but may not sign regulatory findings, overrule a field-safety decision or treat course attendance as evidence that an engineer can work alone.

Why this seat is open

The former capability head left after repeated outages exposed a widening gap between curriculum completion and diagnostic judgement at the instrument. The board needs temporary operating authority before the next product release, while a search identifies a permanent leader capable of sustaining country-level evidence and refresh cycles.

What you will own

• Diagnose service decisions that drive patient delay, repeat visit, unsafe release, parts waste and premature escalation.
• Reconstruct fault-isolation pathways around telemetry ambiguity, intermittent behaviour, contamination risk and configuration mismatch.
• Set supervised-practice, assessor-calibration, work-authorisation and renewal standards for each instrument family and service level.
• Govern release notes, safety notices, failure trends and engineering changes into targeted country capability actions.
• Allocate scarce expert, training-rig and travel capacity against consequence-ranked competence gaps rather than course demand.
• Command four blinded recoveries involving misleading data, missing parts, remote support latency and hospital operating pressure.
• Transfer field-capability authority after the successor independently adjudicates evidence and authorises every tested service team.

Candidate qualifications

• Led multinational field-service capability for medical diagnostics, laboratory automation or comparably regulated installed equipment.
• Recovered fault-isolation judgement where technicians knew procedures but could not resolve ambiguous or intermittent failures.
• Built authorisation evidence from supervised instrument work, calibrated assessors and recurring performance observation.
• Integrated engineering changes, safety notices and service telemetry into fast, role-specific learning interventions.
• Preserved clear boundaries among capability, Quality release, regulatory reporting, engineering approval and customer commitments.
• Handed a service-competence system to permanent leadership through blinded faults and a live product introduction.