Head of Medical Operations Germany (m/w/d)

Our German customer base is going to multiply over the next two years. The team behind it is not going to grow at anything like the same rate, and that is the whole point.
You are the person who makes that possible. You lead German Medical Operations, and you build an operation where the software does the repetitive work and our pharmacy technicians, nurses and medical customer service colleagues spend their time on the customer.
About Wellis
Wellis is a fast-growing healthtech scale-up reinventing one of the most traditional sectors in healthcare: the pharmacy. Our own pharmacy, our medical team, our technology and our data sit on one platform, so that treatment for weight management and men's health becomes accessible, personal and free of stigma.
We started in the Netherlands, we are profitable, and we have been growing at an exponential rate. Germany is our first large international market and it is still at the very beginning. Almost everything there still has to be built.

About the role

You lead German Medical Operations: the team that runs intakes, prepares medical files and supports customers through their whole treatment, six days a week from early morning to late evening.
Today that team is three people. In a year it serves many times the number of customers, and it is not many times the size. Getting from here to there is a design problem before it is a hiring problem, and that is exactly why we want you.
Our medical lead for Germany, who we are recruiting alongside this role, carries clinical accountability. You own the operation: throughput, quality, capacity and cost.
The Dutch playbook exists and you get all of it. Half of it will not survive contact with the German market. Working out which half, and rebuilding the rest, is your job.
Your first year
By the end of it:
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There is a capacity and scheduling model that actually holds across our German opening hours, built on forecast rather than on gut feeling, and nobody is firefighting on a Saturday morning.
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A meaningful share of customer contact runs without a person touching it, and you can show which share and what it saved.
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Intake turnaround time, first time right and customer satisfaction in Germany are at or above the Dutch level, with the trend line to prove it.
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The German intake process is documented, followed, and demonstrably different from the Dutch one wherever the German market demands it.
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Cost per customer is going down while volume is going up. You know both numbers by heart.
What you own
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The operation. You design the German intake process and customer journey end to end, you write the standard operating procedures, and you build the capacity model and schedule that cover our opening hours six days a week. You decide what we copy from the Netherlands and what we do differently.
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Technology, with our product and tech team. You do not write code. You translate operational problems into concrete product requirements and you implement the tools together with product and engineering. Two things are on the table for your first year: proper workforce management and scheduling, and automating customer contact through chat, self-service and check-in flows. From the operational side, that roadmap is yours.
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The numbers. Three that matter most: intake turnaround time, first time right, and customer satisfaction. Beyond those you own quality of medical customer contact, team occupancy and cost per customer. You bring these to the management team every month, with the reason behind the movement and what you are doing about it.
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The team. You hire the people you need, you onboard and train them, and you coach them on quality and on tone of voice. You set the standard and you hold it. Where someone does not fit, you act. And you keep asking the harder question first: does this need a person, or does it need a better process.
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The bridge. Between Germany and Rotterdam, between operations and the medical lead, and between what customers experience and what the management team decides.
A week in the life
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Monday: stand-up with the team in German, last week's feedback and quality scores, and one improvement started before lunch.
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Tuesday: next quarter's capacity model. Saturday evenings are running hot and Wednesday mornings are running empty, and you rebuild the schedule around what the forecast actually says.
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Wednesday: with product on the check-in flow that goes live next month. You bring the requirements, the numbers behind them and the way you want it tested.
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Thursday: one-on-ones, coaching on medical customer contact, and rewriting the intake script for a case the German market keeps throwing at us.
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Friday: the numbers with the management team. Turnaround time slipped last week, you know why, and you bring the fix rather than the question.