Managing Partner – Value Creation — Connected-Care Platform

The mandate

An investment and advisory platform owns and supports several connected-care businesses across monitoring, clinical workflow, remote services and device analytics. The role will drive activation of signed contracts into live clinical use, navigating implementation queues, interface work, cybersecurity reviews and workflow-change programmes, while managing cloud, support and field cost to protect recurring margin as revenue scales.

Portfolio teams have delivered procurement and sales-efficiency programmes, but the harder value lies across company boundaries. Each management team defines activation, retention and usage differently. Some capitalised implementation effort is excluded from commercial contribution, and device businesses still reward shipments even when digital value depends on configured use. The platform wants a value-creation leader who can reconcile clinical adoption and economics without acting as a shadow chief executive.

The Managing Partner – Value Creation will shape diligence, ownership plans and execution across selected investments. The broader perimeter includes approximately 1,175 professionals, operating partners, portfolio leaders and material affiliates. The role combines portfolio accountability with direct work alongside hospital customers and company management teams. It is not a cost play disguised as digital transformation.

Based in Singapore, the appointment supports international work and reports to the Global Managing Partner and regional partner council. It is advisory in structure. Conflicts, patient implications, data rights and cybersecurity risk must be part of investment and benefit decisions, not deferred to portfolio-company control functions after targets are set.

Why this seat is open

The position is newly created following a review of connected-care investments whose contracted growth did not convert consistently into cash and adoption. Existing operating partners retain company relationships. The council wants a specialist leader to establish common evidence and challenge while keeping authority and accountability with portfolio boards and management.

What you will own

• Define value drivers across contract, implementation, activation, sustained clinical use, renewal, cloud, support, field and device economics.
• Lead diligence and ownership planning for connected-care investments, testing customer workflow, integration, security, regulatory and service assumptions before approval.
• Oversee teams drawn from an approximately 1,175-person professional and portfolio network, matching expertise to each company rather than deploying a standard office.
• Reconcile realised value to investment cases, separating market growth, acquisition and accounting presentation from operating improvement.
• Support portfolio CEOs in selecting a small number of adoption, pricing, implementation, service and portfolio interventions and closing work that fails evidence gates.
• Establish common definitions where comparison is useful while preserving product-specific clinical and regulatory differences.
• Protect patient, customer, privacy and cybersecurity obligations when value plans propose data use, workflow change or support redesign.
• Build operating partners and portfolio leaders able to sustain the agenda without permanent substitution by the advisory team.

The first 12 months

• Days 1–90: Review investment cases, contracts and adoption data across the connected-care portfolio. Select representative businesses and observe live hospital implementation and support. Define activation and contribution measures, identify the largest thesis gaps and stabilise any programme dependent on unverified customer or margin assumptions.
• Months 4–9: Rebase ownership plans, launch a limited set of management-owned interventions and bring adoption economics into new diligence. Improve implementation flow, cloud and support visibility and contract design where evidence supports it. Recruit gaps in clinical workflow, product and cybersecurity value creation.
• Months 10–12: Demonstrate reconciled recurring margin, cash or growth from selected interventions and prepare at least one asset with exit-quality adoption evidence. Transfer operating routines to company leaders, stop low-evidence initiatives and secure the next-year portfolio and capability investment.

What the board will measure

• Realised value reconciled from active clinical use and customer economics to EBITDA or cash, excluding market and acquisition effects.
• Contracted sites moving through implementation to sustained use within evidenced time and resource ranges.
• Recurring margin after cloud, implementation, support, device, field and customer-success cost.
• Management ownership and continuation of improved routines after intensive operating-partner support reduces.
• Investment cases revised before approval when hospital workflow, interoperability, security or adoption evidence contradicts assumptions.
• Portfolio and expert bench strength with less reliance on the Managing Partner for every board and CEO decision.

The person

You are a managing partner, senior operating partner, portfolio-operations leader or connected-health executive with at least 28 years of experience. You have influenced at least SGD 5 billion in portfolio or enterprise value and led 750 or more professionals, executives and matrix contributors. You have personally followed value plans from diligence through realised cash or earnings.

You understand that subscription signature, technical go-live and clinical adoption are different events. You can work with hospital workflow, interfaces, security, implementation, service and recurring economics and can show where adoption evidence changed an investment case. You have improved value through product and commercial choices, not only cost.

Relevant backgrounds include private-equity portfolio operations, specialist advisory, medical technology, health software or connected industrial platforms. Financial diligence alone is insufficient without execution. Operating executives must demonstrate the ability to advise multiple boards without assuming line control or prescribing their former company’s answer.

The role is based in Singapore with extensive regional and international travel. The partner council expects discretion, collaborative economics and willingness to revise the thesis. Candidates must not solicit portfolio executives or transfer restricted deal information from current investors or employers.

Compensation and terms

The indicative base or drawings are SGD 600,000–850,000, with annual incentive and long-term participation under the partnership model. Assessment will cover realised value, investment quality, responsible risk judgement, collaboration and leadership development. Partnership capital, deferred awards, notice and restrictions will be considered during reciprocal diligence.

Confidentiality

The platform, portfolio companies, hospital customers and investment cases remain confidential. Identities and operating materials will be shared in stages after relevance and confidentiality are established. Candidates must not bring restricted deal data or approach portfolio-company leaders outside the authorised process.

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