Director, Enterprise Financial Planning and Analysis

NCQA•Washington, DC

2d•$180,000 - $195,000

About The Position

NCQA is entering a new phase of strategic and financial discipline as it modernizes quality measurement, evolves its product portfolio, advances responsible AI-enabled quality, strengthens its value narrative, and builds a more focused, high-performing organization. The Director, Enterprise Financial Planning & Analysis will build a new enterprise capability: disciplined, market-backed, financially rigorous product and program investment decision-making. This role will partner across Product, Finance, Strategy, Growth, Quality Sciences, Product & Customer Operations, Data/Analytics, and Executive Leadership to ensure that new and existing offerings are grounded in validated stakeholder need, clear right-to-win, explicit mission impact, credible economics, customer value, pricing/funding strategy, and stage-gated investment decisions. The role exists to help NCQA move from organically generated opportunity areas to a more rigorous portfolio model—one that distinguishes mission-aligned ideas from scalable, sustainable opportunities; clarifies what to build, partner, pause, redesign, re-price, or sunset; and ensures scarce resources are directed toward the opportunities most likely to improve quality, reduce burden, strengthen customer value, and support long-term financial sustainability.

Requirements

10+ years of experience in strategic finance, product finance, enterprise-wide FP&A, pricing strategy, corporate strategy, portfolio investment, healthcare strategy, or related roles.
Demonstrated experience building business cases and financial models for new products, services, platforms, partnerships, or strategic initiatives.
Strong financial modeling skills, including pro formas, unit economics, revenue/cost/margin modeling, investment cases, NPV/IRR or ROI analysis, scenario modeling, and sensitivity analysis.
Experience translating ambiguous opportunities and imperfect data into structured assumptions, decision options, and executive-ready recommendations.
Ability to pressure-test assumptions and influence senior leaders constructively in a matrixed, mission-driven environment.
Strong executive communication skills, including the ability to synthesize complex analysis into clear tradeoffs and recommendations.
Strategic and financial judgment: able to evaluate mission impact, market opportunity, right-to-win, feasibility, and financial sustainability together.
Product economics and pricing: understands revenue models, pricing/packaging, willingness-to-buy, unit economics, gross margin, adoption models, and customer ROI.
Analytical rigor with practical judgment: can create structure and discipline without slowing the organization unnecessarily.
Constructive challenge: comfortable asking hard questions and surfacing risks while maintaining trusted relationships.
Executive synthesis: able to turn detailed analysis into clear options, tradeoffs, and recommended decisions.
Operating model orientation: understands how governance, decision rights, ownership, and cadence shape execution quality.

Nice To Haves

Experience in healthcare, payer/provider strategy, healthcare quality, digital health, data/analytics, SaaS/data products, accreditation/certification, value-based care, or related markets.
Experience with pricing research, willingness-to-pay testing, packaging strategy, segmentation, monetization, or go-to-market economics.
Background in strategy consulting, corporate strategy, product finance, strategic FP&A, healthcare transformation, or portfolio management.
Experience in nonprofit or mission-driven organizations where mission impact and financial sustainability must be balanced.
MBA, MHA, MPH, CPA, CFA, or other relevant advanced degree or professional credential preferred but not required.

Responsibilities

Partner with Product and Finance to translate strategic priorities into annual, quarterly, and multi-year financial plans for product portfolios and priority initiatives.
Create portfolio-level views that connect roadmap commitments, resource requirements, market readiness, customer value, pricing, financial performance, and measurable impact/adoption signals.
Identify investment tradeoffs and support recommendations on where to double down, redesign, partner, consolidate, re-price, or sunset.
Strengthen portfolio financial models to support decision-making, scenario planning, and forecast accuracy.
Standardize business case and investment memo templates for major product, program, and partnership opportunities.
Build and pressure-test pro formas and decision-ready scenarios, including revenue, cost, margin, investment requirements, adoption assumptions, pricing/funding assumptions, risks, and sensitivity analyses.
Ensure major business cases include opportunity size, expected return, mission impact, implementation feasibility, measurement plans, customer value logic, and evidence needed to support pricing, funding, adoption, and strategic positioning.
Translate program impact into customer-facing ROI, operational value, quality improvement, burden reduction, outcomes/value improvement, and externally usable proof points.
Establish assumptions for major investments and recurring mechanisms to monitor actual performance against plan and original business case assumptions.
Define evidence thresholds before investments advance, clearly identifying what is known, what is assumed, what must be tested, and what would change the recommendation.
Develop pricing, packaging, monetization, and funding model recommendations for current and new offerings.
Partner with Growth, Finance, and Product to connect pricing strategy to market segmentation, customer ROI, sales motion, adoption model, gross margin, and long-term portfolio value.
Embed pricing and willingness-to-buy testing early in product design, pilot, and launch planning so pricing decisions are connected to proof of value and NCQA’s broader value narrative.
Build practical tools, templates, methodologies, and routines for product economics, pricing strategy, pro formas, assumptions tracking, portfolio reviews, and stage-gate decisions.
Improve product financial literacy and business-case quality by helping teams apply these tools consistently in planning and decision-making.
Help foster a culture of cost ownership, value creation, disciplined growth, and evidence-based investment decisions across Product and related functions.