Sr. Director, Strategy - Oncology & Multispecialty

McKesson•Alpharetta, GA

7d•Hybrid

About The Position

The Sr. Director, Strategy (Oncology & Multispecialty) is the first level of true initiative ownership, owning strategic initiatives end-to-end: framing the problem, designing the approach, leading the analytical team, developing the recommendation, and syndicating it with business leaders through to a decision. This is a senior-level individual contributor role. Initiatives span both commercial segments — provider-facing (GPO, specialty distribution, specialty pharmacy, alternate site infusion, practice management) and biopharma-facing (clinical trial site management, real-world evidence, clinicogenomic data) — and frequently sit at the intersection between the two, where the segment’s most distinctive strategic questions live. The Sr. Director leads cross-functional initiative teams and guides the work of Senior Managers, analysts, and business partners through structured problem solving, analytical direction, and high-quality feedback, while formal performance and development accountability remains with people leaders.

Requirements

10+ years of progressive experience in strategy, including engagement-leadership experience at a top-tier strategy consulting firm or equivalent project-leadership experience in a corporate strategy function.
Experience in healthcare services, specialty care, life sciences, health data, or adjacent industries; demonstrated ability to build working fluency in complex, clinically grounded value chain economics quickly.
Track record of leading cross-functional strategic projects end-to-end that resulted in concrete decisions and measurable action — not just analysis delivered to others.
Demonstrated ability to lead and develop small analytical teams.
Executive presence and demonstrated effectiveness presenting to and influencing senior leaders.

Nice To Haves

Problem Framer: Structures problems soundly using core problem-solving disciplines; translates ambiguity into hypotheses, workplans, and decision paths; embraces qualitative, people, and relationship-based problem solving alongside the quantitative.
Specialty Value Chain Fluency: Possesses working knowledge of specialty care and biopharma services economics — buy-and-bill, 340B, specialty pharmacy, infusion, practice management fees, and CRO/RWE business models — and applies it as a core analytical lens, not background knowledge.
Recommendation Development: Synthesizes complete sets of implications into well-syndicated recommendations framed as genuine choices with explicit trade-offs; controls quality and process across the initiative.
Challenge Senior Leadership: Challenges stakeholder and team assumptions constructively; brings new insights; is developing the trust-based relationships that make challenge welcome rather than resisted.
Develop People: Coaches team members in a strengths-based way, solicits feedback, and creates the conditions for high performance and team health.
Communication: Prepares well-structured documents with minimal guidance; presents well to audiences of all sizes; fosters constructive dialogue and balances asking with telling.
Comfort with uncertainty: Develop and communicate recommendations at the speed required by the business, navigating incomplete information and making and supporting required assumptions to address business needs.

Responsibilities

Lead strategic initiatives end-to-end — from problem definition and workplan design through analysis, recommendation development, syndication, and hand-off to execution owners.
Structure ambiguous, contested problems into clear hypotheses, workplans, and decision paths; insist on clear problem definition, logic, and evidence.
Develop recommendations that reflect genuine choices with explicit trade-offs — not lists of initiatives — grounded in the financial architecture of specialty care and biopharma services markets.
Prepare and run productive problem-solving sessions with business partners across both franchises; engage stakeholders in joint problem solving rather than delivering conclusions to them.
Serve as a knowledgeable resource on the financial architecture of the specialty care and biopharma services value chains — including buy-and-bill economics, 340B mechanics, GPO and distribution economics, specialty pharmacy P&Ls, infusion site-of-care dynamics, and the economics of clinical research and RWE businesses among others as required by the business.
Direct and quality-control the financial models built by the team; ensure every significant analysis identifies the assumptions that matter most and translates market shifts into quantified P&L implications.
Analyze the financial and competitive consequences of regulatory and policy developments — 340B reform, Part B reimbursement policy, oncology care model evolution, biosimilar adoption, and FDA policy on RWE — within the scope of assigned initiatives.
Contribute to scenario analysis of structural moves by value chain participants — practice consolidation, PBM vertical integration, health system expansion into community oncology, and technology platform entry among others.
Act as a credible thought partner to business and customer leaders within the scope of assigned initiatives; challenge assumptions constructively and surface inconvenient facts early.
Understand the organization’s culture and individual stakeholder perspectives — including clinical and operational leaders — and consider them in crafting recommendations the business can actually execute.
Develop thoughtful plans to engage stakeholders through the process — from fact-finding to solution development — to build alignment as the work proceeds, not after it concludes.
Deliver compelling written and oral communications to senior business audiences; lead with key messages, present persuasively and with conviction, and tailor materials to the audience.
Ask questions; actively listen and respond and generate real value from meetings, discussions, and workshops, including conversations spanning clinical oncology, practice operations, and data science.
Partner with and direct teams; scope work realistically against team capacity and deliver high-quality output without undue crunch.
Coach team members in a strengths-based way; provide insightful, timely feedback; shape step-up opportunities that stretch colleagues.
Contribute to a positive, inclusive team climate and to function-building efforts including recruiting and knowledge development.
Translate approved recommendations into implementation roadmaps with clear owners, milestones, and metrics; support transformation programs through their early execution phases.
Create feedback loops that surface early execution signals back into the strategic logic.