Heidi
Software Implementation Engineer
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We’re Heidi.
We're building the future of healthcare by giving every clinician the earth's finest AI Care Partner. In just 18 months, our clinical AI products have absorbed the administrative chaos of 73 million patient visits. Today, we support over 2.5 million patient sessions a week across 190+ countries.
Healthcare systems are failing us; clinicians spend more time on documentation than on patients, and the human connection that makes medicine worth practicing is eroding. Our mission is simple: double the world’s healthcare capacity and strengthen the human connection at its heart.
We found product-market fit with a freemium medical scribe that clinicians love. Now, we're expanding. Every task a clinician hands to Heidi is a patient who feels more attended to, a health system unclogged, and a clinician who gets to be a clinician again.
If you don’t choose easy and you want to build something way bigger than yourself, then choose the challenge, choose Heidi.
The role
The Software Implementation Engineer is a hands-on technical delivery role at the centre of complex NHS deployments. At Heidi, the CSM owns the customer from day one: the relationship, the rollout plan, the path to renewal. The Implementation Engineer is the technical arm they lean on: the person who personally configures SSO with the customer's IT team, sets up and provisions tenants, delivers EHR integrations through to go-live, configures agents and custom builds, and gives every technical problem a fast diagnosis and the right owner — fixing what is configuration, and handing confirmed product defects to Support Engineering, who own and drive their resolution.
You are the reason launches don't stall on technical topics. The remit is deliberately broad: anything to do with getting an account set up, configured and optimised is yours, from account configuration and MFA through to integration build and iteration, rather than being split across several specialist roles.
Clinical training and adoption sit with Clinical Enablement, not here. Your ownership begins upon acceptance of the enterprise handover. It ends when the agreed technical scope has passed its acceptance criteria, customer sign-off has been recorded, the final configuration has been documented and the implementation has transferred into hypercare or BAU support.
You are technically credible in front of a CIO, precise in what you hand to engineers, and relentless about closing the loop — and you translate what customers need technically into clear, prioritised asks for the Technical Program Manager (TPM), who owns the integration roadmap and prioritisation.
Success in this role looks like:
- Hands-on delivery — you personally set up, configure and validate the technical footprint of an account: identity, provisioning, integrations, agents, data flows. Not coordinated — done.
- Technical ownership — every technical problem at your accounts gets a fast diagnosis and a clear owner. What is configuration or implementation, you fix; what is a product defect, Support Engineering owns and drives — you hand it over with the diagnosis attached and do not shadow the ticket. CSMs never have to diagnose or route technical problems themselves.
- Fast unblocking — technical blockers that would stall a launch for weeks get diagnosed, sequenced and resolved in days, because you understand the problem and know exactly who has to do what.
- Clean boundaries — you hand net-new build work to FDEs as precise, prioritised requirements they can act on without rework, and you route live product defects to Support Engineering with a proper diagnosis attached — you don’t hoard work that belongs elsewhere, and you don’t toss problems over walls.
- Trusted translation — customer IT and security teams treat you as a peer; the Technical Program Manager (TPM) gets integration gaps and technical priorities from you they can act on, and product hears a clear, prioritised signal.
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This is a delivery-accountable role, so your job is to make the technical side of every account work: identity live, tenants configured, integrations delivered, agents built, security questions answered, and technical problems solved before they become escalations.
What you’ll do
Technical Onboarding & Account Setup
- Own the technical setup of new enterprise accounts end to end: tenant and workspace configuration, user provisioning and seat structure, environment readiness.
- Configure SSO with the customer’s IT team — SAML / OIDC against Okta, Microsoft Entra and NHS identity infrastructure — including MFA and conditional-access alignment.
- Drive network and device readiness: whitelisting, VDI and shared-device constraints, mobile device management, so clinicians can actually use Heidi on day one. Work directly with customer IT to clear whatever is blocking a swift deployment: deployment questionnaires, IT vetting, access requests, environment prerequisites.
Integration Delivery
- Receive the validated integration design and signed SOW from presales. Confirm implementation prerequisites, elaborate the agreed design where necessary, configure the Heidi components, perform technical testing, support customer UAT and execute the technical go-live activities within the implementation plan you own.
- Translate the agreed SOW and technical design into precise, prioritised implementation requirements; hand net-new build to FDEs in a form they can act on without rework, own the account-side delivery around it, and surface integration gaps to the Technical Program Manager. Raise any requirement that is missing, materially different or genuinely out of scope through formal change control before work proceeds, rather than absorbing scope creep silently.
- Provide credible estimates, identify dependencies early and give the CSM evidence-based status and recovery options. You own the integrated technical plan, customer-facing delivery dates and dependency escalation. After go-live, keep working with the trust integration team to iterate and optimise the integration: anything that is not a product defect is yours to make work.
Product-technical Configuration
- Set up agentic workflows, agents and custom builds to fit each account’s clinical and operational workflows, turning vague customer asks into scoped configurations with clear acceptance criteria.
- Translate what the customer bought into what has to be configured, and set it up: products, identity, integrations, agents, APIs, exports and data flows. As Heidi adds products (agents, agentic workflows, comms), their account-level setup lands here too.
- Handle technical template and coding setup where it crosses into system behaviour (clinical content stays with Clinical Enablement).
Technical Escalation & Resolution
- During active implementation and hypercare, be the first technical port of call for CSMs: when something technical breaks or will not configure, you provide first-line diagnosis and make sure it lands with the right owner. Once an account has formally handed over to BAU, Support Engineering owns initial triage and ongoing incident management, and you are re-engaged only through agreed escalation criteria.
- Diagnose before you route: implementation-phase and account-specific configuration issues are yours to fix; confirmed product defects go to Support Engineering with your diagnosis attached — they own and drive resolution, and Support Engineering owns defect resolution. The Implementation Engineer remains informed where the defect affects implementation milestones, acceptance criteria or customer readiness, without duplicating Support’s investigation.
- Translate customer technical problems into clear priorities — routing integration gaps to the Technical Program Manager (who owns the roadmap) and confirmed defects to Support Engineering — the alignment that gets problems actually solved.
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Information Governance & Security Enablement
- Provide accurate technical input and evidence for DPIAs, security questionnaires and IT-assurance requests, routed through Compliance, who owns these processes. Security, Privacy and Clinical Safety retain approval authority for their respective positions. Keep them off the critical path without becoming the sign-off owner.
- Work within NHS governance gates — clinical safety sign-off, IG approval, change-control windows — planning technical work around them (clinical-safety substance is owned by Heidi’s Clinical Safety Officer).
Handover acceptance and scope control
- Review the signed SOW, discovery notes, technical decision record, architecture, acceptance criteria, success measures and open risk log before technical implementation begins.
- Return the handover where a blocking material risk, unclear scope or unsupported commitment prevents a credible implementation plan.
- Deliver against the agreed scope without converting new customer requirements into configuration work.
- Classify emerging requests as in-scope configuration, defect, net-new engineering, roadmap request or commercial change.
- Escalate material scope changes through the CSM, SE and AE before committing work or dates.
How we show up
- Build for the next decade, not next quarter. Our targets are outrageous on purpose. The world's health doesn't have the luxury of incrementalism.
- Lead, don't wait. We treat tomorrow's problems today. Sometimes we build what's needed before it's wanted, and we're fine with that.
- Follow the evidence. Trust the patient. We pursue truth relentlessly. But when the subjective and objective disagree, we treat the patient, not the numbers. Ego is a comorbidity we can't afford.
- Own the outcome. Everyone here carries the company. Raise problems with solutions, solve them end-to-end, and never be a bystander.
- Ship, measure, go again. A button today, a workflow tomorrow. More iterations beat better planning. We're precise at pace, not reckless.
- Live in clinicians' reality. Not the ideal workflow, the twenty-patients-before-lunch actual one. We build for exhausted humans, and we'd better be decent ones while we do it.
Why Heidi?
You’ll join a team focused on real-world impact over imaginary valuations and glossy PR. We live and breathe the challenges of modern health systems, and are laser-focused on exacting the change we’d like to see. We’re medicos, engineers, builders, and designers who’ve felt the
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