Suvera
Transformation Lead
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About the Role
We are looking for a Transformation Lead to own the full arc of transforming how a provider operates, from diagnosing what needs to change and designing the future state, through to embedding that change and proving better outcomes.
This isn't programme or implementation management around a transformation designed by somebody else. You'll diagnose what needs to change, shape the transformation with the customer, and own making that change real end to end. At Suvera, Transformation 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 £65k - £80k, 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'll 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.
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What you'll be doing
- Own the transformation from initial scoping to better outcomes
- Come in early alongside Partnerships. Diagnose what is really happening within the service, what needs to change and whether transformation will create meaningful value. Understand the problem before defining the answer, and know when a customer is ready to transform or when there is prerequisite work to do first.
- Understand the real barriers to change, challenge assumptions and translate what you've learned into a clear vision for transformation that customers believe in and buy into. Learn how the service actually runs before deciding what the future state should be.
- 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.
- Lead the transformation from design through to sustained change, turn the future-state vision into reality across people, process and technology, adapting the approach as you uncover barriers and keeping everyone aligned on the outcomes you're working towards.
- 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 transformation 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 transformation 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.
- Build a team, not just a function. Set the foundation so the next transformation specialist you hire is productive in weeks, not months.
Who we're looking for
- 5+ years of solid, sustained experience leading end-to-end transformation:
- healthcare digital transformation consulting or healthcare transformation environment
- or leading digital transformation within NHS/healthcare where you implemented new workflows and got teams working operationally with new technology.
- Transformation must be your core professional discipline. Your primary career should be in transformation or transformation consulting - not project management, programme management, implementation management or 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 transformation capability. You can take an ambiguous problem, diagnose what's really happening, challenge how things work today, create clarity around what needs to change and align people around a better future state. You know how to turn that thinking into sustained operational change
- The ability to influence without authority. You'll be the overarching transformation lead across product, care, and engineering. The team needs to want to follow you. You can hold the room with a GP partner one hour and an engineer the next - both come away feeling heard.
- A strong customer service instinct. You care about how the customer experiences the work, not only whether the plan was met. You'd rather have a hard conversation now than a worse one later, and you can have it without damaging the relationship.
- 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). We support applicants further afield, but remain team-focused.
- You treat this as personal, not just professional. The impact is real, and so is the responsibility.
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What would distinguish candidates?
- A genuine transformation consultancy background. You've walked into organisations where the answer wasn't already known, diagnosed the problem, challenged assumptions, shaped the future state and stayed accountable for turning that thinking into operational change and measurable outcomes. You've owned the client relationship as well as the transformation.
- A history of being a first or early transformation hire. Someone who built the function as well as did the work. You've scaled transformation capability, not just executed within an established model.
- Experience coaching and managing other managers, or serving as a point of escalation for less experienced colleagues. You will be building your own team quickly!
- Understanding of clinical workflows, EHRs, and care operations. Enough to be dangerous, not enough to be precious. You understand how NHS teams actually work from a transformation and change perspective - not from clinical practice.
- Commercial exposure: growing accounts, shaping proposals, or supporting bids and
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