Mark Griffiths - Business Development Manager

Mark Griffiths talks about being the Business Development Manager at Spire St Saviours Hospital.

I am a great believer in on the job coaching and developing
Mark Griffiths

"Before joining Spire I had spent 24 years working in the Financial Services industry, with my last role being at the Royal Bank of Scotland Group as an Area Director, Business Banking Division. As Area Director for East Kent I was responsible for a team of 19 development managers based in Natwest and RBS branches as well as at Commercial and Business Banking centres. We were responsible for all businesses from start up to £1m turnover.

I joined Spire In March 2009. As Business Development Manager I am responsible for a number of areas plus I am part of the Senior management team and the day to day running of the Hospital. My key responsibilities are:

  • Achievement of the Hospital revenue targets
  • Consultant development and relationship management including identifying new consultants to target
  • All marketing and sales activities including the Hospital website
  • Managing a small marketing team
  • Developing new services and finding new business opportunities
  • Management and development of all revenue contracts such as GP agreements and NHS contracts
  • Supporting the Hospital Director and Head of clinical services
  • GP relationships and education programme

I have always enjoyed meeting people and taking the time to build long standing relationships. This is often rewarding and allows you the ability to have awkward as well as developing conversations for example with consultants. As Business Development Manager I always enjoy the hunt for the next sale and spotting new opportunities.

As this is my first ever job in healthcare I have had to change the way I work and approach different individuals compared to my previous role in Financial Services as well as learning a whole new language! 

I come across many challenges on a daily basis which normally all come back to having the right relationships in place, for example if we have an issue with clinic or theatre availability for a consultant these can often be challenging conversations but with the right relationship in place they normally work out okay! The current biggest challenge is the economy and ensuring the Hospital is on track with its revenue target and having to continually think of new ways of generating new sources of business.

I have a very relaxed team culture and promote a lot of self-thinking within the team as well as offering all team members the ability to talk to me openly about their concerns and issues. I always endeavour to promote a positive outlook and encourage the team to work with a smile on their faces. For me the development of individuals as well as the team as a whole is very important and like to spend time working with the team. I am a great believer in on the job coaching and developing.

When I need to recruit a new team member I always look for someone that has drive and enthusiasm and the willingness to learn combined with good customer service skills. The person will need to be professional whilst having a good personality and able to work on their own as well as part of a team.

There are a variety of ways I help my team members fulfill their potential. Spire has a very good enabling excellence structure that provides the framework for reviewing staff performance and discussing areas of personal development. In conjunction with the Head of Clinical Services we have ensured that funds are available for staff to attend training and development specific to their roles. I also hold regular team meetings to review our performance and identify areas we or individuals can work on to improve that performance and develop as individuals."

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