Senior Transformation Manager Commercial · Farringdon ·

About the Role

We are looking for a Senior Transformation Manager to own the full arc of how a provider moves from initial scoping to better outcomes. At Suvera, transformation is not a phase that sits between sales and support. It picks up where Partnerships hands over at scoping, and runs the whole way: designing the change in how a service works, delivering it, getting people using it, and staying long enough to prove the outcomes improved. One person needs to hold that thread end to end, because change is hard and requires a lot of trust. Trust in one person we believe is the way.

This is a role for someone who believes care should be proactive rather than reactive, and who wants to be the person who makes that shift real inside NHS services. Not in a strategy deck, but in the actual clinical and administrative workflow of a practice, a PCN or a community provider. You will work closely with the CEO and CCO in your first few months to learn our product end-to-end, learn our customers, and learn how we transform services at Suvera. From there, your job is to make transformation a repeatable engine, not a heroic act.

Three things matter most:

• Delivery. Get the service transformed and live, on time, in scope, with adoption that holds.
• Relationships. Keep the practice, the partner and the internal team pulling the same way through the messy middle.
• Process. Turn every transformation into a sharper playbook than the one before it.

As we scale over the next year there is a clear path for this person to build and lead the transformation function, hiring and managing their own team. This role reports directly to the CEO. Salary is £60k - £75k, plus equity and benefits. We expect around 40-50% of your time to be spent on-site with customers.

About Suvera

Suvera is transforming healthcare with a mission to power early care for everyone. Partnering with UK general practices, we deliver technology and care that use AI to transform care in the community, close to patients, starting with those living with long-term conditions. Currently, we manage over 300,000 patients. Our ambitions are global, and we're just getting started. Our advisors include luminaries like Professor Bryan Williams, a leader in high blood pressure research and guidelines in the UK. We are a diverse team of about 60 people, including clinicians, care advisors, and experts across various disciplines. Backed by Google for Startups and Morningside Ventures, Suvera is poised to become a global leader in healthcare.

Day in the life

On your best days: you watch a service run a clinic the new way and not want to go back. A practice manager stops asking when something will be ready and starts asking what's next. A service leader asks for the numbers and the numbers are beyond expectations. A new partner signs because the last one talked about how it went.

On your toughest days: you’ll be holding the line on scope with a customer that wants everything yesterday, chasing decisions nobody wants to own, and unpicking a workflow that three different people described three different ways. The job is to absorb that pressure without passing it through to the team or the customer.

What you’ll be doing:

• Own the transformation from initial scoping to better outcomes.
• Come in at scoping alongside Partnerships. Bring the delivery view into the room, work out what the change would actually take, and know when a customer is ready to be transformed or when there is pre-requisite work to do first.
• Understand the real barriers to change, and translate what you've learned into a transformation plan customers believe in and buy into.
• Learn how the service actually runs before anyone commits to a timeline.
• Map the current pathway and design the future one with clinical and operational leads, so the change is a shared vision and not something done to them.
• Make the case in their own numbers: capacity, backlog, QOF, patient outcomes, staff time.
• Run every transformation against a clear plan with milestones, owners and dates that hold, and keep several moving at once.
• The people and process changes matter as much as the technology, and they’re where transformation usually stalls.
• Train the trainers, build the internal champions who carry the change after you step back, then show what changed.
• Pull the data, look at it honestly with them, and use it to decide what to improve next.

Lead the customer relationship and be the expert in the room:

• Lead the relationship. Be the single point of contact who can speak for product, care and engineering, and the person a provider trusts to be straight with them.
• Raise problems early rather than letting them surface at go-live.
• Coach the teams doing the work. Most of the people you’ll support have never run a change like this, and the job is to make them capable of it rather than dependent on you.
• Challenge well. Ask why a step exists, question the workaround everyone has grown used to, and bring a better option rather than just a critique.
• Be the expert in the room. Know our product better than anyone on their side, where it fits their workflow, where it doesn’t yet, and what’s coming.
• Take what they tell you back to product and engineering in a form the team can build from.
• Build relationships with practice managers, GP partners, clinical leads, CIOs, CCIOs, operational and digital leads that outlast any single programme, and spot where we could be doing more for them.

Build the foundations of the transformation function:

• Build the playbook for how we transform services. Templates, checklists, sequencing, ownership. None of it should live in your head.
• Treat every programme as an experiment. What worked, what didn’t, what we change next time.
• Bring structure without adding process for its own sake.
• Measure what matters: time to go-live, time to first value, adoption at 30/60/90 days, and the outcomes the provider set out to improve.
• Use those numbers to improve, not to decorate slides.
• Set the foundation so the next transformation manager we hire is productive in weeks, not months. In time, you’ll hire and lead them.

Who we’re looking for:

• 5+ years of solid, sustained experience in one of: healthcare digital transformation consulting (leading client implementation and adoption of new workflows and systems), or leading digital transformation within NHS/healthcare where you implemented new workflows and got teams working operationally with new technology.
• Your primary career must be in transformation, consulting, or implementation management - not clinical practice.
• End-to-end ownership of meaningful transformation engagements - from initiation through adoption. Not one-off projects or support roles. You own the outcome.
• Real project and implementation capability. Plans, dependencies, risks, and decisions are second nature. Things don’t fall off your list.
• The ability to influence without authority. You’ll be the overarching programme lead across product, care, and engineering. The team needs to want to follow you.
• A strong customer service instinct. You care about how the customer experiences the work, not only whether the plan was met.
• Comfort with data. You can get into a dataset, work out what it’s telling you, and present it to a clinical or executive audience without hiding behind it.
• A bias toward writing things down. Playbooks, runbooks, retros, post-mortems. You know when to follow process and when to break it, and you document your reasoning.
• Real enthusiasm for changing NHS services for the better—shifting care from reactive to proactive. This is the part we can’t train.
• Willingness to spend real time on-site with customers and excitement about in-office collaboration where it’s possible (location dependent).

What would distinguish candidates?

• A consultancy background where you owned the client relationship as well as the analysis.
• A history of being a first or early transformation, CS, or implementation hire. Someone who built the function as well as did the work.
• Experience coaching and managing other managers, or serving as a point of escalation for less experienced colleagues.
• Understanding of clinical workflows, EHRs, and care operations. Enough to be dangerous, not enough to be precious.
• Commercial exposure: growing accounts, shaping proposals, or supporting bids and procurement. You understand the business side of transformation.

About our culture

At Suvera, our culture isn't an afterthought, it underpins absolutely everything we do. Our values shape how we build, how we collaborate and how we show up for patients, partners and each other. Our diverse team helps us design and deliver healthcare that truly reflects the people who access it because better representation leads to better outcomes. We're remote-first, flexible, and inclusive by design. We prioritise autonomy, async communication done well, real connection and a life outside work. Above all, we value curiosity, ownership and compassion. We're building a workplace where ambitious, thoughtful people can do their best work and do it in a way that genuinely matters.

Perks

We've designed our benefits to reflect the values that shape how we work together every day. Not just the work people do, but how they grow, connect and stay well over the long term.

• Working environment - We optimise for trust: A team that is diverse by default, prioritises wellness and inclusion, and is not afraid to tackle meaty challenges together. Some of humanity's most evolutionary ideas started around shared meals and fires. We intentionally make time to eat lunch together regularly as a team. Proactively organised community-building events and meetups online and offline (including our regular team breakfasts, lunches and socials).
• Wellbeing & Lifestyle - We embrace the long term: 5% matched pension, Equipment and software provided, Annual wellbeing budget through Heka, Private GP and therapy appointments, Healthy snacks and nutrition provided in the office, Working late from the office? Dinner's on us.
• Growth & Flexibility - We push ourselves to grow: Support for learning & development, 28 days annual leave per year, plus the option to buy 5 additional days (in addition to 8 bank holidays), No internal meetings before 10am (unless urgent), No Friday internal meetings (unless urgent), A thoughtfully designed space where you feel at home and have everything you need to do extraordinary work.