Medical Aesthetics Project Manager, London
I manage projects at the intersection of clinical excellence and business delivery. My focus is medical aesthetics: clinics, brands, product launches, and the technology platforms that support them.
I came into this field through healthcare operations, which taught me how clinical environments work and what patients actually need. Project management in aesthetics isn't just about timelines and budgets. It's about understanding patient journeys, clinical protocols, regulatory requirements, and the commercial realities of a competitive market.
I work with independent clinics, multi-site groups, product manufacturers, and healthtech startups. Whether it's launching a new treatment, opening a clinic, rolling out booking systems, or managing multi-channel campaigns, my job is to keep everything on track whilst the clinical team focuses on patients.
New clinic launches, refurbishments, equipment procurement, staff onboarding, and operational setup from concept to opening day.
Go-to-market planning, training programmes, marketing collateral, practitioner education, and post-launch performance tracking.
CRM implementation, booking platforms, patient management systems, telehealth integration, and digital workflow optimisation.
Multi-channel aesthetic campaigns, seasonal promotions, referral programmes, patient acquisition funnels, and retention strategies.
I started in operations at a private healthcare group in London, coordinating patient pathways and managing clinic schedules. That role taught me how fragile clinical operations can be when systems don't talk to each other or when staff aren't properly trained.
When I moved into project management, I brought that operational lens with me. Good aesthetics projects aren't just delivered on time. They're delivered in a way that makes life easier for practitioners and better for patients.
I joined Ikaroa because the agency works with ambitious aesthetics brands who want more than basic marketing. The projects span strategy, technology, content, and operations, which keeps the work interesting.
Medical aesthetics is a regulated, patient-facing sector. That means projects need structure, but they also need to adapt quickly when clinical priorities shift or regulations change.
I use a hybrid approach: structured planning for predictable work (clinic builds, system rollouts), and agile methods for campaigns and product launches where speed matters. The key is knowing which framework fits the project, not forcing everything into the same process.
I also believe in documentation. Clinics run on protocols, and projects should too. If something isn't written down, it doesn't exist.
London, United Kingdom