Director, Sales & Marketing Nouveau

Role

Lead MORROW’s commercial growth strategy across Sales, Partnerships and Marketing, with primary accountability for revenue growth, customer acquisition and conversion.

The Director oversees an integrated commercial organisation spanning Sales & Partnerships, Brand, Content, CRM and Digital Growth. Working through the respective functional leaders, the role sets commercial direction, aligns priorities and resources, and ensures each pillar contributes measurably to MORROW’s growth objectives.

This is not a hands-on functional marketing role. It is a senior commercial leadership position responsible for connecting demand generation, brand, customer lifecycle and sales execution into a disciplined and scalable revenue engine.

Success is judged first on revenue and acquisition outcomes, supported by strong brand positioning, effective demand generation, customer engagement and commercial discipline.

Key Responsibilities

A. Commercial Strategy & Revenue Leadership

· Own MORROW’s overall sales and marketing strategy and translate business targets into clear annual, quarterly and monthly commercial priorities.

· Drive acquisition and revenue across memberships, clinical pathways including MORROW Insights, programmes, products and services.

· Establish clear revenue forecasts, acquisition targets, funnel metrics and commercial performance dashboards.

· Evaluate performance across channels and allocate resources towards the highest-impact growth opportunities.

· Maintain strong understanding of MORROW’s portfolio, customer segments and competitive positioning to identify opportunities for growth.

· Partner with Finance, Operations, Medical and Product to ensure commercial plans are financially sound, operationally deliverable and aligned with MORROW’s proposition.

B. Sales & Partnerships — Primary Commercial Focus

· Provide strategic leadership to Sales & Partnerships, building a disciplined and scalable multi-channel revenue engine across direct sales, corporate, introducer and strategic partnership channels.

· Hold Sales leadership accountable for pipeline health, conversion, sales-cycle efficiency, forecast accuracy and revenue delivery.

· Ensure appropriate sales governance, performance cadence, sales capability and consultative selling standards.

· Personally support strategic accounts, high-value opportunities, material partnerships and complex negotiations where senior intervention is required.

· Oversee partnership strategy and ensure partnerships have clear commercial objectives, economics, ownership and measurable revenue contribution.

· Ensure pricing, packages, offers, commissions and commercial terms support sustainable and profitable growth.

· Build commercial structures and playbooks capable of supporting MORROW’s future regional expansion.

C. Marketing Leadership

Provide strategic leadership across MORROW’s four marketing pillars, working through the respective HODs and holding each function accountable for strategy, execution, budget, team performance and measurable contribution to commercial objectives.

Brand

· Set overall brand direction and ensure MORROW’s positioning, premium proposition and brand architecture are consistently represented across customer touchpoints.

· Ensure brand investment supports long-term equity while remaining connected to business and commercial priorities.

Content

· Set strategic priorities for content that build MORROW’s authority, educate the market, strengthen engagement and support acquisition.

· Ensure content priorities are aligned with Brand, Digital Growth, CRM, Sales and key business initiatives.

CRM & Lifecycle

· Oversee customer lifecycle strategy from lead nurturing and conversion through engagement, retention, reactivation and customer value growth.

· Ensure effective segmentation, automation and lifecycle journeys support both commercial and member objectives.

Digital Growth

· Set acquisition and growth priorities across paid, owned and digital channels.

· Hold the function accountable for qualified lead generation, acquisition efficiency, conversion and return on marketing investment.

· Ensure channel investment is continuously optimised using performance and attribution data.

3. Integrated Go-to-Market & Commercial Performance

· Integrate Sales, Partnerships, Brand, Content, CRM and Digital Growth into one end-to-end commercial strategy.

· Lead go-to-market planning for priority products, programmes, clinical pathways and commercial initiatives.

· Establish common funnel definitions and clear accountability from awareness and lead generation through MQL, sales conversion, payment and handover.

· Ensure Marketing and Sales operate with shared customer segments, priorities, performance data and commercial objectives.

· Use customer, campaign, CRM and sales insights to continuously improve proposition, messaging, targeting, channel mix and conversion.

· Ensure programming, events and partnerships translate into measurable pipeline and revenue opportunities.

4. Leadership & Governance

· Lead and develop the Sales, Partnerships and Marketing leadership team, establishing clear priorities, accountability and performance standards.

· Set functional objectives and ensure HOD plans collectively support MORROW’s commercial strategy.

· Own overall commercial resource and budget prioritisation in partnership with Finance and the CEO.

· Build a high-performance culture that balances creativity and experimentation with commercial accountability and data-driven decision-making.

· Ensure strong collaboration across Commercial, Medical, Operations, Product, Technology and Finance.

· Ensure all commercial and marketing activities comply with applicable MOH/HCSA, PDPA, advertising and clinical governance requirements.

· Maintain clear visibility to the CEO, GM and EXCO on commercial performance, risks and material decisions.

How Success Is Measured

Success measures are weighted towards commercial outcomes, with Sales and revenue delivery remaining the primary accountability:

1. Revenue and acquisition performance against plan.

2. Sales pipeline health, conversion, sales-cycle efficiency and forecast accuracy.

3. Revenue contribution from partnerships, corporate and other acquisition channels.

4. Marketing-generated qualified pipeline and customer acquisition efficiency.

5. MQL-to-enrolment and end-to-end funnel conversion.

6. CRM lifecycle performance including engagement, retention, reactivation and customer value.

7. Brand and content effectiveness against agreed strategic and commercial objectives.

8. Return on commercial and marketing investment.

9. Leadership effectiveness, team capability and cross-functional execution.

10. Compliance with clinical, regulatory, advertising and data governance requirements.

Requirements

Experience

· 12+ years of progressive commercial leadership experience spanning sales, growth and/or marketing, with significant leadership responsibility.

· Demonstrated track record of delivering revenue growth and building high-performing commercial teams.

· Experience leading multiple functional leaders or HOD-level teams.

· Strong experience in premium consumer, healthcare, wellness, hospitality, lifestyle or other high-consideration service categories preferred.

· Demonstrated experience building multi-channel acquisition models across direct sales, partnerships and digital channels.

· Experience operating in fast-growth or scaling organisations.

· Regional/APAC experience or exposure preferred.

Capabilities

· Strong commercial and revenue orientation with the ability to connect Marketing activity directly to business outcomes.

· Deep understanding of customer acquisition, conversion, lifecycle and retention.

· Strong grasp of CRM, funnel management, attribution, forecasting and commercial analytics.

· Able to balance brand-building with near-term acquisition and revenue priorities.

· Strong financial and commercial judgement.

· Comfortable operating in healthcare-compliant and high-trust environments.

· Able to move between strategy, leadership and hands-on intervention when business circumstances require.

Leadership

· Commercially decisive and highly accountable.

· Strong leader of senior functional specialists.

· Structured, data-driven operator.

· Able to challenge constructively and make clear prioritisation decisions.

· High EQ and strong cross-functional influence.

· Comfortable operating with pace, ambiguity and changing priorities.

· Builds a culture of ownership, collaboration and measurable performance.

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