Head of Private Services Growth and Sales

Role type: Permanent, full-time
Location: Hybrid, with regular attendance at Well Life Clinic sites in Surrey and Hertfordshire and travel as requested
Salary: Competitive
Reporting to: Chief Commercial Officer
About Well Life Clinic
Well Life Clinic is a fast-growing healthcare provider delivering NHS and private services across neurodiversity care, community elective specialties and private general practice. We combine strong clinical governance, partnership working, digital infrastructure and a growing network of sites to improve access, patient choice and the experience of care.
The company is entering its next stage of growth and expanding its private offering alongside its NHS services. We are developing a clear, differentiated and commercially sustainable portfolio for self-paying patients, supported by strong clinical governance, an improving patient journey and a growing network of sites.
Role Purpose
The Head of Private Services Growth and Sales will carry direct accountability for delivering WLC's agreed annual private-services revenue and contribution targets. The postholder will own the commercial plan across WLC's private GP and wider self-pay portfolio, from proposition and demand generation through enquiry conversion, service utilisation, repeat use and revenue realisation.
This is a senior, hands-on growth role combining revenue leadership, portfolio strategy, proposition design, commercial analysis and sales execution. The postholder will refine existing services, develop new offers in response to patient needs and market trends, and ensure that each priority service has a clear proposition, price, route to market and credible unit economics. Working closely with the Marketing Director and colleagues across Clinical, Finance and Operations, they will turn patient and customer interest into booked, delivered and repeatable revenue while protecting clinical quality and patient trust.
Core mandate: Deliver profitable, sustainable growth in private self-pay revenue and contribution by building a differentiated and scalable portfolio and converting demand into booked and delivered activity.
Key responsibilities
Private Services Growth Strategy and Revenue Plan
Own and deliver WLC's annual and rolling 12-month private-services revenue and contribution plan, with clear targets and forecasts by service, site and channel.
Develop and maintain WLC's commercial strategy for private GP and wider self-pay services across its sites and digital channels, with clear target segments, growth priorities, revenue and margin ambitions, and a sequenced development roadmap.
Assess the current portfolio to identify gaps, duplication, underperforming services and opportunities to strengthen patient value, differentiation, cross-referral and revenue.
Define the role of private GP as both a valuable service in its own right and, where clinically appropriate, an accessible route into WLC's broader self-pay pathways.
Prioritise portfolio investment using clear evidence on demand, strategic fit, patient benefit, competitive position, economics, operational capacity and delivery risk
Proposition packaging and patient positioning
· Translate clinical pathways into clear patient and customer propositions, defining the need addressed, expected benefit, pathway steps, inclusions, exclusions, access arrangements, turnaround times and price.
· Set the commercial brief with the Marketing Director, defining target audiences, offer architecture, positioning, messaging, campaign priorities and required content. Marketing will lead campaign and channel execution, while the postholder remains accountable for proposition quality, funnel performance and the revenue outcome.
· Develop service packages, bundles, memberships or subscription propositions where these improve patient value, continuity, convenience and commercial performance.
· Ensure that propositions and promotional claims are accurate, ethical, clinically approved and consistent with pricing transparency, consumer requirements and WLC's brand.
Pricing and unit economics
· Develop and maintain comprehensive pricing strategies at service-line and pathway level, covering consultations, diagnostics, treatment, follow-up and other billable components.
· Build transparent unit-economics views for each priority pathway, including revenue per patient, direct clinical and diagnostic costs, consumables, contribution margin, acquisition cost, capacity utilisation, repeat activity and payback.
· Model the impact of different price points, packages, discounts, channel costs, workforce models and demand assumptions so that growth decisions are based on credible economics.
· Work with the Chief Financial Officer and commercial-analysis colleagues to validate assumptions, establish approval controls and refresh pricing and economics as costs, capacity and market conditions change.
Revenue growth and sales conversion
· Own the commercial funnel from awareness and enquiry through booking, treatment, follow-up, repeat use and appropriate cross-referral, with clear conversion and revenue expectations at each stage.
· Maintain a disciplined weekly view of enquiries, bookings, conversion, capacity and expected revenue, identify performance gaps early and lead corrective action across the relevant teams.
· Establish practical sales and conversion playbooks for enquiry handling, follow-up, booking and service explanation, equipping relevant teams to respond confidently and consistently without compromising clinical independence.
· Personally progress higher-value, complex or strategically important private opportunities and selected customer or referral relationships where senior commercial leadership will improve conversion.
· Analyse performance by service, site and channel, identify enquiry drop-off, conversion barriers, cancellations and underused capacity, and lead targeted interventions to improve results.
Market insight and new service development
· Maintain a current view of patient needs, local catchments, competitor services, market pricing, search and enquiry trends, referral behaviour and wider developments in private healthcare.
· Use patient feedback, demand evidence and commercial data to tailor existing pathways and identify new services with a credible route to market and sustainable demand.
· Develop business cases and test plans for new private services, using pilots or minimum viable offers where appropriate before committing material cost or capacity.
· Provide clear launch briefs and handovers to Clinical, Operations, Marketing and PMO colleagues, and remain engaged through early delivery to review performance and refine the offer.
Performance management and cross-functional delivery
· Report concisely on private revenue, contribution, activity, price, acquisition cost, conversion, utilisation, repeat use, cancellations and patient experience.
· Maintain rolling forecasts by service, site and channel, explain material variances against revenue and contribution targets and lead corrective action.
· Maintain clear cross-functional ownership: Marketing for campaign and channel execution; Operations for capacity, booking and delivery; Clinical for pathway design and quality; Finance for validation and financial controls; and this role for overall commercial performance and revenue delivery.
· Lead cross-functional private-services reviews with clear decisions, owners and dates, escalating material risks promptly.
Measures of success
· Agreed annual private-services revenue and contribution targets are achieved or exceeded.
· Revenue growth is delivered across both existing and newly launched services, and launches achieve the revenue, contribution and utilisation milestones in their approved plans.
· Enquiry volume, enquiry-to-booking conversion, revenue per patient, repeat use, appropriate cross-referral and capacity utilisation improve against agreed baselines and plans.
· Each priority service has an approved proposition, price, unit economics, audience, route to market and accountable owner.
· Customer-acquisition cost and payback remain within approved thresholds, with investment reallocated promptly where economics or demand are not supported.
· Portfolio-level monthly forecasts remain accurate within plus or minus 10%, with material variances explained and corrective action tracked.
· Growth maintains pricing transparency, clinical quality, patient experience and WLC's reputation.
Key working relationships
· Chief Commercial Officer, Chief Executive Officer and Executive Team.
· Marketing Director and marketing colleagues.
· Chief Financial Officer and commercial-analysis colleagues.

Work arrangement
Hybrid