Commercial Executive, US & International

The commercial mind.

Not the kind of account manager who sends weekly check-ins and calls it relationship management. You understand that a brand's willingness to move fast with you — to share their roadmap, to take a risk on a new market, to give you their best allocation — is a function of how much they believe you are genuinely working for them. You have felt the difference between being managed and being represented. You intend to be the second thing.

You are early in your career, but you do not think like someone who is waiting to be given responsibility. You have noticed that the people who get trusted quickly are not the ones who know the most — they are the ones who show up prepared, ask the right questions, and follow through without being chased. You have been doing that already. You want to do it at a scale that actually matters.

You are comfortable with data in the way that good commercial people are — not as a reporting exercise, but as a way of finding the argument. You look at a set of numbers and you want to know what they are telling you to do. You find that instinct more natural than most people your age, and you have started to understand why that is rare.

Healf is moving fast across US and international markets. The brands we work with are some of the most interesting in global wellness. This role puts you at the centre of that — managing the relationships, building the strategy, and making things happen for a portfolio of brands that are counting on you to know what good looks like.

Healf is Europe's fastest-growing company. Number one on the FT1000, number one on the Sifted 100. From £1m to over £100m in under three years, with a small, talent-dense team and an electric culture with day one founder intensity. Now we're aiming for £1bn in the next three. We curate the world's best wellbeing brands across The Four Pillars™: EAT, MOVE, MIND, SLEEP. That's the first chapter. The next chapter is harder and more interesting. We are moving from one market to many, from e-commerce to a technology platform, and from curating wellbeing to defining it. We are a health company, so we think we should act like one. At its fullest expression, Healf redefines what wellbeing means for tens of millions of people.

Why this role is Healf

Healf's commercial model depends on brands succeeding on the platform. When a brand grows, we grow. That alignment is real — and it means the person managing the relationship has to be genuinely invested in the outcome, not just the process.

US and international brands make up 75% of Healf's portfolio. Each has its own strategic objectives, its own growth trajectory, and its own view of what the UK market should do for them. Managing that portfolio well requires commercial judgement, clear communication, and the organisational instinct to keep multiple things moving at once without dropping any of them.

This is a role for someone at the beginning of their career who wants to compress the learning curve. You will work closely with the Head of Commercial and the International Commercial Manager. You will have real ownership of real relationships from day one. The work is not abstract — you will see directly what your decisions produce.

The health and wellness landscape is moving quickly. New brands, new categories, new market dynamics. Part of this role is staying close enough to that movement to bring useful intelligence back into the business. Intellectual curiosity is not optional here. It is the job.

What you will own

→ Brand relationships. Day-to-day management of ~60 US and international brands. You are their main point of contact on Healf. They should feel, consistently, that someone credible is across their account and working in their interest.

→ Commercial performance. Revenue, margin, and efficiency across your portfolio. Diving into sales, inventory, pricing, and content data to find opportunities — and turning those opportunities into action.

→ Growth strategy. Collaborating with brands on their Healf strategy — understanding their UK objectives and building plans to hit them. Bringing internal teams in when you need them. Removing friction when you find it.

→ Market intelligence. Monitoring demand signals and trends across the health and wellness landscape. Feeding what you learn back into assortment strategy, partnership decisions, and the broader commercial team.

→ Commercial negotiations. Supporting discussions around marketing, promotions, and logistics. Learning the shape of a good deal — for the brand and for Healf.

→ Internal coordination. Working across brand, operations, and growth to keep your brands moving. Identifying inefficiencies and fixing them.

What you will have built in a year

→ A portfolio of sixty brands where every relationship is in good health — brands that respond quickly, share openly, and trust you with their roadmap.

→ A clear commercial view of each brand: where they are, where they should be, and what needs to happen to close the gap.

→ A track record of finding growth opportunities in the data before they become obvious — and acting on them.

→ Enough knowledge of the US and international wellness landscape to have a useful point of view in any commercial conversation.

→ A reputation inside Healf as someone who gets things done — who coordinates effectively, follows through, and makes the people around them more effective.

Why you're Healf

You are a natural relationship builder, but not in a surface way. You earn trust by being prepared, by following through, and by knowing your accounts well enough to tell them something useful. You do not rely on charm alone. You back it with work.

You are commercially curious. You find business problems interesting. You look at a brand's performance data and you want to understand what's driving it — not because you have been asked to, but because the answer matters and you want to know it.

You communicate clearly and directly. Internally and externally. You give people the information they need without padding it. You write well. You say what you mean.

You are organised in a way that scales. You can hold sixty accounts in your head — not every detail of every one, but enough to know which conversations need to happen this week and which can wait. You have systems for this, even if you haven't had to run them at this volume before.

You are early in your career but you are not tentative. You take ownership. You make calls. You ask for help when you need it and you work independently when you don't.

You care about health and wellness — not as a marketing position, but because you live it. You understand why the brands on our platform matter, and that understanding shows up in how you talk about them.

Show us

→ A time you managed multiple relationships or workstreams simultaneously — what you owned, how you kept it together, what you'd do differently.

→ An example of using data to find an insight that wasn't obvious — what you found, what you did with it.

→ Evidence that you can build trust quickly with people who don't yet know you — a relationship you developed from scratch that produced something real.

→ Something you have done in or around the health and wellness space — professionally, academically, or personally — that tells us this is genuine.

The deal

Competitive base plus meaningful equity for the right person. We ask a great deal of the people who work here. We expect full ownership and a genuine commitment to give this chapter everything you have. In return, we will give you the same: everything we have, invested in your growth, your wellbeing, and the defining skills of the next decade. We have built the fastest-growing company in Europe with a team small enough that every person in it shapes the outcome. That is still true today. The next person we hire will change the trajectory of the company. If the most important work of your career is ahead of you, this is the place to do it.

One question

You have been in the role for three months. One of your brands — a mid-sized US supplement company, strong on Amazon, newer to DTC — shares their sales data with you. Revenue on Healf has been flat for two months. They are not alarmed yet, but they are watching.

You look at the data. You form a view.

In 400 words or fewer, tell us what you would look at first, what you think is most likely causing the flatness, and what you would propose to the brand. No frameworks. No hedging. Tell us what you would actually do.

Show us how you think.