Senior Trading Manager
The operator.
Not the kind who manages a P&L from a deck. The kind who wakes up knowing yesterday’s numbers, sees the levers that need pulling today, and has already pulled half of them before the morning meeting starts. The kind who treats every pricing decision, every channel trade-off, every margin percentage point as a position to be optimised.
You have run commercial operations at pace. Now you want to run the trading engine of Europe’s fastest-growing company.
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 scaling from one market to many, building the commercial muscle to trade intelligently across categories, channels, and geographies simultaneously.
Why this role exists
Healf’s trading operation is where growth meets margin. Every week, hundreds of decisions get made: what to promote, how to price it, where to spend, what to pull back. These decisions interact. A pricing move changes demand. Demand changes inventory. Inventory changes purchasing costs. Marketing spend changes all of it.
Right now, a small team of specialists each own a piece of this system. What Healf needs is someone who owns the rhythm - who sees the whole board, makes the cross-cutting calls, and ensures the weekly trading cadence drives the business forward, not just reports on it.
What you will own
The weekly trading rhythm. You run the Monday trade meeting. You set the agenda, surface the variances, make the calls, and ensure actions land by the end of the week.
Growth vs margin trade-offs. Every week brings tension between sales targets and margin targets. You own the judgement call - when to push volume, when to protect margin, and how to explain the reasoning.
Pricing optimisation. DRI for pricing strategy and execution across 8,000+ SKUs, multiple channels, markets, and subscription tiers. You work with the pricing team to run 25+ tests per month, read the results, and make the moves. Target: +1pp margin improvement per quarter through pricing actions.
* Design and prioritise pricing experiments across brands, channels, and customer segments - including price increases, geo tests, subscription pricing changes, and offer structure tests - then make rollout recommendations based on results.
* Monitor competitor pricing and market movements, identify where pricing is too aggressive or too conservative, and adjust brand and SKU pricing to protect both growth and gross margin.
Discounting strategy and offer mechanics. Own promotional and discount governance - sale participation, margin thresholds, discount code strategy, and interactions between promotions and live price tests. You decide which brands go on sale, how deep the discount goes, and when to pull back.
Channel mix decisions. You understand the interplay between paid social, search, organic, and CRM. You don’t run the channels - you decide how much to invest in each and hold owners accountable for efficiency.
Site merchandising. What goes on the homepage, what gets promoted, what gets pulled. Commercial judgement applied to real estate.
Performance marketing support. You work closely with the Head of Performance Marketing on spend allocation, ROAS targets, and campaign-level commercial decisions. More broadly, you are the commercial brain for the wider team - retention, CRM, CX, brand partners, data, and operations all lean on you to align their actions with trading priorities and commercial goals.
BPC (Brands Per Customer). You drive cross-sell strategy and track whether customers are deepening their relationship with Healf or staying single-brand.
What you will have built in a year
* A trading cadence that the business trusts - where the Monday meeting drives actual decisions that land by Friday
* Demonstrable margin improvement through pricing actions and promo discipline
* A clear, quantified view of channel efficiency that shapes where Healf invests its next pound of acquisition spend
* A working relationship with data, marketing, retention, and CX that means trading decisions are informed, not isolated
* The commercial judgement layer between strategy and execution
Why you’re Healf
You think commercially. Not in the abstract. You can look at a week’s trading numbers and within minutes know what went well, what didn’t, and what to do about it. You have the instinct to spot when a 2% margin dip is noise and when it’s a trend that needs action now.
You have operated in a high-growth, fast-moving commercial environment. E-commerce, marketplace, retail, or DTC. Somewhere the numbers moved every day and decisions couldn’t wait for a quarterly review. You understand that trading is not analysis - it is decision-making under uncertainty, every week.
You are comfortable with ambiguity. Healf is scaling fast. The playbook is being written as you go. You don’t need someone to hand you a process - you build the process, run it, and improve it.
You manage through influence, not authority. You don’t line-manage the pricing analyst, the performance marketer, or the retention lead. But you shape their priorities through the trading rhythm and the quality of your commercial thinking.
You are fluent with data but not a data scientist. You can read a dashboard, interrogate a spreadsheet, and call out when the numbers don’t add up. You use AI tools as part of your workflow. But your primary skill is judgement, not modelling.
You are three to seven years into your career. Senior enough to have owned real commercial outcomes. Early enough that this role would be a defining step. You’ve been the person in the room who knew the numbers better than anyone else - now you want to be the person who decides what to do about them.
Show us
* A commercial decision you made that demonstrably improved margin or revenue. What was the situation, what did you decide, and what happened?
* Evidence you’ve managed a trading rhythm or commercial cadence - weekly reviews, performance meetings, cross-functional alignment.
* A pricing or promotion decision where you had to balance growth against margin. How did you think about it?
* Proof you can move fast and operate with imperfect information. A situation where waiting for more data would have cost more than acting on what you had.
* Something that tells us you care about wellbeing as a category. Why does making a wellness company commercially excellent feel like work worth doing?
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.