BUILD AND SCALE THE DEMAND SIDE OF A HEALTHCARE MARKETPLACE.

NEWCROSS HEALTHCARE - 2024 > 2026

Product Manager on a B2B workforce management platform powering healthcare staffing demand in the UK

Context

As Product Manager on HFC, I owned the client-side platform used by healthcare organisations to create, manage, and fill shifts.

The product sits at the core of a two-sided marketplace and directly drives demand for the entire ecosystem. Any inefficiency in HFC impacts shift coverage, operational cost, and overall marketplace performance.

The platform was heavily used but relied on a mix of manual processes and legacy workflows, creating friction for clients and high operational overhead internally.

My role was to improve self-serve capabilities, reduce operational dependency, and optimise how demand flows into the marketplace.

What is it?

HFC is a B2B web platform used by hospitals and care providers to manage their temporary workforce needs.

Clients use HFC to:

create and manage shift bookings
choose how shifts are distributed (direct invite, broadcast, auto-assign)
track booking status and staff responses
edit or cancel shifts in real time

It acts as the demand engine of the marketplace, feeding shifts into the HFGo mobile app used by healthcare workers.

Visit website

20M+

Monthly users

40%

Edit digitised

90h+

Ops saved/mth

+20%

New staff adoption

Achievements

Reduced operational dependency through self-serve features

Identified heavy reliance on call centre teams for booking edits
Led design and delivery of self-serve booking amendment features
Proposed multiple rollout strategies to leadership with clear trade-offs
Introduced a staggered release approach to reduce risk and learn early

Result

~40% of booking edits moved from manual to digital
90+ operational hours saved per month
Improved client autonomy and faster issue resolution

Challenged delivery strategy to improve product quality and impact

Pushed back against a single large release that was not fully ready
Designed 6 alternative delivery approaches with different trade-offs
Influenced leadership to adopt a phased rollout (first for learning, then scale)

Result

Reduced delivery risk and improved feature quality
Enabled early validation before full rollout
Established a new way of releasing features within the organisation

Improved booking creation and distribution efficiency

Identified friction caused by removal of key client filtering feature (“been-before” staff)
Analysed unintended behavioural changes in clients (workarounds, slower booking flows)
Redesigned booking flows to better support client intent

Key improvements:

Revamped block booking UX to reduce manual effort
Introduced “Quick Direct Invitation” flow
Enabled clients to explore and invite both familiar and new staff

Result

20% of invitations sent to new staff (previously near zero)
Recovery in booking creation volume after prior decline
Improved balance between control and marketplace liquidity

Increased marketplace efficiency through better demand shaping

Improved how shifts are distributed across Direct Invitation, Offer to All, and Auto-Assign
Focused on reducing friction in high-usage flows
Worked closely with operations and backend teams to align logic and UX

Result