Senior Director, Enterprise Strategy, Patient and Market Access

Takeda•Lexington, MA

1d•Hybrid

About The Position

The Senior Director, Enterprise Strategy, Patient and Market Access is an enterprise leader responsible for building and advancing Takeda's access strategy well ahead of the market. This includes early pipeline assets, potential Business Development assets, cross-portfolio initiatives, and the evolving policy and regulatory landscape. This leader sets the strategic direction for how Takeda anticipates, shapes, and responds to the evolving US access environment, while ensuring market access thinking is embedded upstream into clinical and commercial development decisions. The role requires strategic vision, cross-functional influence, and operational follow-through, with the ability to operate credibly at the most senior levels of the organization while building and developing a high-performing team.

Requirements

10+ years of experience in Market Access, Managed Markets, Payer Strategy, Value-Based Contracting, Consulting, Healthcare Partnerships, or related strategic roles
Demonstrated ability to shape enterprise or organizational strategy in a complex, matrixed environment
Strong business acumen with the ability to translate market insights into strategic recommendations
Exceptional executive communication and stakeholder management skills

Nice To Haves

Prior leadership experience within a pharmaceutical access, commercial, or payer-facing organization
Demonstrated success influencing senior executives and driving enterprise change
Ability to thrive in ambiguity, balancing long-term innovation with near-term execution

Responsibilities

Lead the creation and ongoing refresh of a multiyear PAMA enterprise access strategy — defining enterprise priorities, identifying capability gaps, and framing long-term opportunities across the portfolio
Translate shifts in the payer landscape, healthcare policy, channel dynamics, employer trends, and the broader ecosystem into strategic implications and concrete recommendations for Takeda's access model
Partner with PAMA LT and USBU Leadership to drive annual and long-range strategic planning cycles, prepare enterprise-level insights, and define PAMA's forward-looking innovation agenda
Lead or sponsor high-impact enterprise initiatives — including portfolio access strategy, go-to-market design, transformation workstreams, and cross-BU solutioning efforts
Prioritize, design and execute cross-portfolio access strategies that span brands, channels, and patient segments, ensuring coherence and consistency across the enterprise
Build shared organizational vision around major future marketplace shifts affecting coverage, access, and patient affordability — and develop strategic action plans that drive execution
Lead market access strategy for early pipeline assets (2–3+ years from launch), embedding payer, pricing, distribution, and patient access perspectives into product development from the outset
Define and pressure-test market access assumptions — including pricing benchmarks, gross-to-net dynamics (payer contracting, provider discounts and incentives, copay), distribution models, reimbursement structures, and coverage and approval rate trajectories — to inform investment decisions, revenue forecasting, and demand planning
Identify value evidence gaps and work cross-functionally with Clinical, HEOR, Medical Affairs, and Regulatory to ensure development plans are designed to generate data that supports future payer negotiations and coverage decisions
Partner with Global Market Access and SPD/NPP on insights generation — primary research, secondary analytics, and advisory boards — to ground assumptions in current and evolving access ecosystem dynamics
Represent the US Business Unit in global product investment forums, contributing perspective on the US competitive landscape, payer evolution, healthcare ecosystem shifts, and evidence requirements
Shape senior leadership decisions on pipeline prioritization and investment through high-quality briefing materials, white papers, and strategic recommendations
Identify and prioritize market access focus areas — major issues or opportunities — where external partnerships could accelerate or meaningfully strengthen enterprise strategy
Conduct targeted research and direct outreach to evaluate potential partners across the ecosystem, from established firms to emerging innovators
Develop partnership concepts and oversee selective execution, determining which initiatives are best housed within PAMA versus transitioned to brand teams
Build and sustain a pipeline of external relationships that enhances the organization's market access intelligence, capabilities, and influence over time
Serve as a strategic integrator across PAMA, translating enterprise priorities into actionable direction for each function
Chair or participate in key enterprise forums shaping PAMA's cross-functional alignment, including enterprise strategy forums, governance committees, and BRC/PRC governance sessions
Provide thought leadership to senior executives — shaping decisions through scenario planning, strategic foresight, external benchmarking, and synthesized recommendations that are both credible and decision-ready
Present strategy, insights, and partnership outcomes to PAMA LT and USBU ELT, securing alignment on enterprise priorities and resource investments
Partner with cross-functional stakeholders — Clinical, Medical Affairs, HEOR, Regulatory, Finance, and Commercial — to drive alignment on market access assumptions, development strategy, and go-to-market readiness
Lead, develop, and inspire a high-performing team — fostering a culture of innovation, analytical rigor, strategic thinking, curiosity, and effective cross-functional influence
Champion an enterprise mindset and accountability culture across PAMA, modeling integrative thinking and collaborative leadership
Build and disseminate strategic frameworks, methodologies, workshops and tools that elevate the quality of enterprise planning and partnership execution across the function
Support PAMA's long-term capability agenda
Develop templates, frameworks, and enterprise roadmaps that operationalize strategic priorities and create consistency across business units