Modernization Office Senior Director

McKesson•Irving, TX

2d•Hybrid

About The Position

McKesson is seeking a Modernization Office Senior Director (Lead). The Modernization Office Lead is a senior people leader responsible for building and running the operating infrastructure that enables AIM28 and Business Modernization initiatives to execute at scale and deliver lasting impact across NAPS. Operating within a program targeting over meaningful AOP impact, this leader establishes governance, designs repeatable processes, and drives structured execution so that modernization work advances with discipline, speed, and transparency. The Modernization Office Lead partners across business, technology, and finance functions, frequently influencing without direct authority, to embed new ways of working, align competing priorities, and ensure senior and executive leaders maintain consistent visibility into progress, risk, and value delivered. Critically, this leader is not only running a program, they are building a modernization capability that is designed to outlast AIM28 and become a permanent organizational competency. This leader builds, develops, and holds accountable a team of direct reports while modeling McKesson's LEADRx behaviors in every dimension of the work.

Requirements

13+ years of progressive experience in program management, business transformation, process redesign, or change management; healthcare or pharmaceutical industry experience strongly preferred.
Demonstrated experience building and leading teams in a matrixed, fast-moving environment; holds direct reports accountable for outcomes while investing in their development.
Proven track record designing and running large-scale transformation programs — operating at the scale of enterprise-wide, multi-hundred-million-dollar impact — with consistent, on-time delivery.
Experience building governance frameworks, operating cadences, and repeatable delivery systems across a complex, multi-workstream portfolio.
Demonstrated ability to influence senior and executive stakeholders without direct authority, navigating organizational complexity to drive alignment and decisions at pace.
Demonstrated ability to drive organizational change and embed new ways of working so that impact is sustained beyond the life of a program.
Experience collaborating with FP&A to track, validate, and communicate financial value across a program portfolio.
Experience building organizational capabilities — not just running programs — including codifying methods, playbooks, and standards that scale beyond a single initiative.
Exceptional program and portfolio management skills — able to manage complexity across multiple interdependent workstreams without losing sight of the critical path.
Working knowledge of AI-enabled process design, agentic workflows, and how technology fundamentally changes operating models; comfortable operating in an AI-first environment.
Deep expertise in change management and process redesign, with a bias toward clean-sheet thinking and sustainable adoption.
Strong financial acumen, including value tracking, portfolio reporting, and P&L literacy.
Organizationally savvy — reads the room, builds trust quickly, and navigates complexity across senior and executive stakeholders.
Clear, compelling communicator — translates program activity into executive-ready narratives that drive alignment and decisions.
Demonstrated ability to integrate across functions and resolve competing priorities without formal authority.
Builds repeatable systems and standards so the program runs on structure, not heroic effort.
Demonstrated ability to lead, coach, and develop people; creates a culture of accountability, continuous improvement, and psychological safety.
Thrives in fast-moving environments where priorities shift, ambiguity is the norm, and speed is a competitive advantage.
Authorized to work in the United States without sponsorship.
Applicants must be currently authorized to work in the United States on a fulltime basis without the need for employer support or sponsorship now or in the future.

Nice To Haves

Advanced degree preferred.
Bachelor's degree in business, operations, organizational design, or a related field.

Responsibilities

Design and run the operating cadence for the full modernization portfolio, including governance forums (e.g., RAIB), escalation pathways, and decision tracking mechanisms.
Own clear decision rights for day-to-day program operations and define the escalation path for issues that require VP or executive resolution — ensuring decisions are made at the right level without unnecessary delay.
Manage cross-initiative interdependencies and surface risks early before they become delivery misses.
Collaborate with FP&A to maintain a disciplined approach to financial value tracking and portfolio reporting.
Ensure execution runs on defined structure, roles, and rhythms — not heroic effort.
Establish and continuously refine the standards and tools that keep the program accountable and moving.
Set and enforce standards for AI-first process and operating model redesign across the Big Bet portfolio.
Apply working knowledge of AI-enabled processes, agentic workflows, and technology-driven operating model changes to challenge legacy ways of working with a clean-sheet mindset.
Translate redesign work into practical, executable processes that teams can implement and sustain.
Partner with business and technology leaders to embed new ways of working so that change is durable — not dependent on any single individual.
Document and scale repeatable delivery systems that the program can sustain over time.
Lead change management planning and adoption efforts across the Big Bet portfolio, including stakeholder engagement, readiness assessment, and adoption tracking.
Design and execute communications that align NAPS stakeholders around modernization priorities, progress, and impact.
Translate complex program activity into crisp, executive-ready narratives that drive alignment and informed decision-making.
Serve as the connective tissue between program workstreams and organizational readiness, ensuring no workstream moves faster than the organization's capacity to absorb change.
Build, lead, and develop a team of direct reports with accountability for execution across governance, process redesign, change management, and communications functions.
Set clear priorities, performance expectations, and individual development goals.
Hold team members accountable for outcomes, not just activity.
Coach with intention — investing in each team member's growth and building their capacity to lead independently.
Model all six LEADRx behaviors: Create our future, Make bold moves, Move at the pace of possibility, Deliver results that matter, Build teams of tomorrow, and Lead with purpose and humility.
Reinforce I²CARE values as the foundation of how the team operates.
Own the framework and discipline for tracking, validating, and reporting value delivered across the modernization portfolio.
Ensure financial outcomes are visible, credible, and tied to specific initiatives and decisions.
Partner with FP&A and Big Bet leads to maintain line-of-sight on AOP commitments and escalate risks before they materialize as misses.
Provide senior and executive leaders with a clear, consistent, and auditable view of value realization across the portfolio.
Serve as the integrating force across business, technology, finance, and change management functions — breaking down silos, resolving competing priorities, and driving alignment when functions disagree.
Regularly engage and influence senior and executive stakeholders without direct authority, building the trust and credibility needed to move decisions forward at pace.
Represent the Modernization Office in governance forums, leadership reviews, and cross-functional planning sessions.
Ensure that the right voices are at the table and that interdependencies across Big Bets are visible and actively managed.
Design and build the systems, standards, and playbooks that transform AIM28's modernization approach from a program into a permanent organizational capability.
Ensure that process redesign methods, governance frameworks, change management approaches, and value tracking disciplines are codified, transferable, and scalable — so the organization can continuously adapt beyond the life of AIM28.
Partner with leaders across NAPS to embed modernization competencies into the fabric of how the business operates.
Other duties as assigned.