Service Delivery Manager

Service Delivery Manager

Job Details

Location Role type Work model Reports to Direct reports

Auckland Permanent, full-time Hybrid CEO Yes

Last updated August 2026

SERVICE IS WHERE TRUST IS WON OR LOST.

Medtech Global has spent 30 years building technology that supports clinicians across New Zealand and Australia. We have deep institutional knowledge of how healthcare actually works, and a clear-eyed view of where it needs to go.

A practice does not experience our roadmap. It experiences the weekend the migration ran long, the call that was answered well, the training that finally made a feature make sense, and the ticket that went quiet. For our customers, that is the product. This role owns it end to end.

We are building what comes next, without stopping what works today. Around 1,300 practices across two countries depend on us in the meantime, and every one of them meets Medtech through the same three teams: the support desk that answers when something breaks, the field team that trains and upskills them, and the implementation team that brings them onto our platform. This role leads all three, in both markets.

WHY THIS ROLE EXISTS

We know what our customers currently think of us, because we asked them. The answer was not good, and we are not going to pretend otherwise. Fixing it is the single most important thing our leadership team has committed to.

The teams themselves are not the problem. They are capable, loyal people who carried a demanding two-year platform migration and know our customers better than anyone. What they have never had is a service function built around them: no service catalogue, no resolution commitments, no problem management, no owner of the customer journey between the sale and the renewal. The result is that individual effort substitutes for a system, the same issues resurface without ever being solved, and roughly 40% of what reaches our support desk are questions customers could have answered themselves if we had built the resources for them.

The Service Delivery Manager is the person who builds that function. The role reports to the CEO, sits on the leadership team, and owns the experience customers have of Medtech after the sale, across New Zealand and Australia.

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WHY THIS IS WORTH DOING

This won’t be easy. Healthcare is complex, regulated and high-stakes. Two markets, several products, thirty years of accumulated decisions, go-lives that happen at weekends because practices cannot take downtime, and one product line still stabilising. The legacy is real.

But the people on the other end of every one of those interactions are clinicians and practice staff doing their best work for patients, often under pressure, and what they get from us shapes their day. Service is where a customer decides whether we are a supplier they tolerate or a partner they recommend. Very few organisations offer someone the chance to design a service function from first principles for 1,300 healthcare customers. This is one.

WHAT THIS ROLE DOES

Build the service management function

- Define what Medtech commits to and to whom - the service catalogue, by product, market and tier

- Set service commitments customers can hold us to, including resolution and not only response, with severity definitions that reflect clinical and operational reality

- Stand up problem management, so recurring issues get a root cause and an owner instead of another ticket

- Own the customer side of incident management - triage, escalation, major-incident communication, and a clean path into engineering

- Establish the operating cadence: daily triage, weekly service review, monthly service reporting to the executive team, quarterly improvement plan

- Instrument it - first contact resolution, resolution against commitment, backlog age, reopen rate, deflection, and the defects that reach us through support rather than by accident

Own the customer journey after the sale

- Own it end to end: onboarding, implementation, go-live, hypercare, handover to business as usual, ongoing engagement, renewal, and exit

- Own the handover gates between implementation and support, so no practice is passed on with issues nobody owns

- Introduce exit interviews and churn cause analysis. We can currently describe who leaves us; we cannot reliably say why

- Be the named escalation point when we get it wrong, and the person who fronts it with the customer

Lead the support desk

- Lead and develop the Customer Experience Team across New Zealand and Australia - first line, escalation, and application support

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- Activate a team that is more qualified than its titles suggest; there is real clinical and technical depth on our desk that is currently under-used

- Give the team a genuine escalation route and the authority to use it. Customers tell us support feels under-empowered, and they are describing something real

- Design the self-service and knowledge experience that stops avoidable contact reaching the desk at all

Lead customer engagement and enablement

- Lead the Customer Engagement Managers - field-based training, upskilling, site visits and relationship management

- Redefine the mandate with a coverage model that states which customers see us, how often and why, and secure the investment to match it

- Build enablement that scales beyond people in cars - e-learning, in-product guidance, and training content customers can actually use

- Turn what the field learns into a signal the product organisation acts on

Own implementation delivery

- Own delivery predictability for implementations, migrations, practice mergers and greenfield installations across both markets

- Own capacity planning and effort data. Today we cannot settle a scoping question because we do not measure effort per site

- Make the delivery model sustainable. Weekend go-lives are a customer constraint; the answer is tooling and process design, not more weekends

- Own the quality gate at handover, and the issue registry that decides when a practice is genuinely live

Make the customer’s voice count

- Own the measurement system: customer NPS by market, product surveys, call sentiment and CSAT, and post-interaction feedback

- Close the loop, so customers can see what changed because they told us

- Never let a customer signal die in a queue. Our most recent product survey surfaced eleven reproducible defects that had never reached our support desk

- Partner with product and engineering so service evidence is a standing input to prioritisation, not an escalation

Use AI where it earns its place

- Own a measurable deflection and self-service target, and the capability behind it

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- Apply AI to triage, summarisation, knowledge generation, and coaching from real customer conversations

- Hold the line on quality. A knowledge base generated from historical tickets will scale whatever answers we are already giving, so raise the standard first and then automate it

- Measure what AI changes for the customer, not what it saves us in effort

HOW YOU WILL WORK

This is a player-coach role. You will lead three experienced leaders, and you will also be in the queue, on the escalation call, on the go-live bridge at 7am on a Sunday, and in the practice when it matters. The credibility of this role is built in the work, not the title.

Work on the system, not only in it. The pattern we most need to break is capable leaders carrying load heroically and never stepping back to change the mechanism that creates it. If you take this role and simply absorb the work, we will have hired the wrong person.

Be a multiplier. Your leverage is three leaders and around twenty people who already care about our customers, and a wider business that needs to understand what service performance is telling it. Build capability, not dependency.

Acknowledge before you explain. When a customer is angry, a list of what our software can do is not an answer. They want to be heard first, then given a plan they can trust. This role sets that standard and holds everyone, including the executive team, to it.

Be commercially aware. Service performance shows up in churn, renewal and price. You should be able to speak to it in a customer renewal, in a board paper, and in a conversation about what a practice is actually paying for.

Be AI-native. Service is one of the functions AI changes most and fastest. We expect you to stay at the frontier, apply it where it improves the customer’s experience, and govern it responsibly in a clinical setting.

Be visionary when needed, pragmatic always. Service maturity is built incrementally, not in a single transformation. Set the direction clearly, then make the small, deliberate improvements that compound.

Diagnose before you solve. Our service landscape carries thirty years of decisions. Understand the system before reaching for solutions. Root causes matter more than symptoms, and first principles matter more than checklists.

Measure honestly. We would rather know a bad number than be protected from it, and we are done delaying surveys because we expect the answer to be uncomfortable. If you need the number to be good before you will look at it, this is the wrong role.

WHAT SUCCESS LOOKS LIKE AT 12 MONTHS

Working backwards from where we need to be:

- Customer NPS on a measured, improving path, tracked separately for New Zealand and Australia

- Service commitments published, including resolution times, and met - with monthly service reporting the executive team relies on

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- First contact resolution improved and avoidable contact materially reduced against a documented baseline

- Problem management operating - recurring issues have a root cause, an owner, and a closure

- Implementation delivery predictable: committed go-live dates met, effort per site understood, and quality at handover verifiable

- Australia served to the same standard as New Zealand - coverage model live, baselines reported, no single points of failure, enablement available

- Churn causes known and feeding product, pricing and commercial decisions

- Customer problems reaching us through our own channels, rather than surfacing in a survey months later

- The three teams stable, developing, and clear about what they own, with no critical capability resting on one person

- A service roadmap the executive team can put in front of enterprise customers and health system partners with confidence

WHAT WE’RE LOOKING FOR

Essential

- 10+ years in service delivery, customer support or professional services, with at least 3 years leading at a senior level;

- Proven experience building a service function rather than inheriting one - commitments, cadence, reporting, problem management and culture introduced where they did not exist

- Experience leading managers, across locations and time zones, and developing them

- Ownership of a support function at scale - tiered support, service levels, escalation, and the tooling behind it

- Delivery credentials - you have owned implementation, onboarding or professional services delivery to committed dates

- Hands-on capability; you are comfortable doing as well as directing

- Customer-facing courage - able to sit in front of a frustrated customer, own the failure without deflecting, and be believed

- Evidence-first temperament - you will not accept “cannot replicate” as a closure when twenty customers report the same thing, and you will not accept a metric without knowing how it was measured

- Able to recognise when a software problem is a patient safety problem, and escalate it as one

- Excellent communication - able to translate service performance into business language and brief an executive team clearly

- Commercially aware - you understand how service performance shows up in churn, renewal and pricing, and can represent that in commercial conversations

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- Applied AI in an operational or service context, and can say where it worked and where it did not

- Willing to travel regularly across New Zealand and Australia

Strong advantage

- Experience in healthcare or another regulated, high-consequence industry such as financial services or government

- Practice management, EMR or clinical software domain knowledge

- Formal service management grounding such as ITIL, held lightly - we want the discipline, not the bureaucracy

- Experience in a business running both cloud and on-premise estates

- Service design or customer experience practice exposure

- Experience with data migration or platform transition programmes

- Familiarity with modern service and telephony tooling such as HubSpot, Zendesk, ServiceNow or Dialpad

OUR PRINCIPLES

Here are the operating beliefs that shape every decision we make:

- Diagnose before you solve - understand the situation fully before reaching for a solution; root cause over symptoms

- The treasure is worth finding - hard problems are worth pursuing with conviction; believe the answer exists, even when it is not yet visible

- Meaningful work and meaningful relationships - the work matters, and so do the people doing it; we optimise for both

- Build great businesses by building great people - the quality of our people and their interactions is the engine of everything we produce

- First principles over analogy - break problems to fundamentals rather than reasoning from how others have solved it

At Medtech, we value adaptability and recognise that business needs may evolve over time. As such, this position description is subject to change.