VP, Consumer & Behavioural Insights

dentsu•New York, NY

1d•$136,000 - $219,000•Hybrid

About The Position

The Vice President, Integrated Analytics is an enterprise analytics and growth strategy leader who connects analytics, consumer behavior, business economics, and storytelling to identify how the business can grow, deepen relationships, and create value. The role treats retail, pharmacy, and insurance data as parts of an interconnected system and translates evidence into briefs, narratives, strategies, and decisions. As a strategic partner to business leaders, strategists, and creative teams, this leader helps shape growth agendas, enterprise measurement architecture, and the flow of insight into decision-making. The position is responsible for making analytics central to how the enterprise decides, invests, and communicates, while ensuring that analysis meets the standards expected by senior financial and clinical leaders and governance bodies. The role oversees cross-business measurement and insight, identifying where capabilities should be shared across the three businesses and where specialized measurement is needed. It also builds and develops analysts who can lead integrated measurement, storytelling, and growth strategy. Dentsu’s work model combines flexibility with in-person collaboration; employees within commuting distance of designated hub offices are expected to work onsite three days per week, except Los Angeles employees, who are expected onsite two days per week. Employees outside commuting range may be designated remote depending on role and business needs, and all employees may need to attend an office to meet company or client needs.

Requirements

At least 15 years of experience in analytics.
A record of turning analysis into growth opportunities, narratives, and recommendations, and persuading senior leaders and cross-functional partners.
Proven experience shaping analytical and growth agendas, rather than only delivering reports.
Experience partnering with strategy, creative, or marketing teams to shape briefs and strategy using data.
Leadership experience building and developing teams.
Enterprise relationship management experience and comfort briefing C-suite leaders and governance bodies.
Deep understanding of interconnected systems, including member journeys across pharmacy, benefits, and insurance.
Ability to hold complexity across three businesses, multiple populations, and multiple signals.
Ability to work at both an enterprise-wide strategic level and directly with data.
Evidence of considering how insights propagate and compound over time.

Nice To Haves

Experience in healthcare, PBM, insurance, or retail health.
Working knowledge of HIPAA and multi-entity data governance.

Responsibilities

Identify growth opportunities in enterprise data, including unmet member needs, underserved segments, cross-business opportunities, and areas of unowned growth.
Assess opportunities by potential value, evidence confidence, required investment, business risk, and factors that could change the assessment.
Shape growth agendas with business leaders, including investment, expansion, and protection priorities, and make near-term and long-term trade-offs clear.
Find gaps between enterprise assumptions and data, overlooked segments, and behavioral changes that may precede performance changes.
Identify signals of emerging opportunities and translate them into inputs for the Intelligent Story System.
Develop enterprise questions that reveal opportunities for the three businesses to create compounding value or identify when they are working at cross-purposes.
Turn data points into persuasive narratives that explain the person behind the number, the decision it affects, and why it matters.
Build evidence-based narratives that meet the rigor expected by CFOs and chief medical officers.
Frame analyses so leaders can understand what is happening, why it matters, and what action to take.
Partner with strategists early to shape briefs and identify opportunities before work is finalized.
Proactively surface evidence and opportunities beyond those explicitly requested, and contribute audience insights, behavioral signals, and cultural moments to briefs.
Stay involved through execution and learning so analysis informs strategy and strategy informs future questions.
Determine where insights and analytical capabilities should be shared across the three businesses and where business-specific measurement is needed.
Promote collaboration and shared learning among the three businesses rather than conflicting optimization.
Advise enterprise leadership on growth, business performance, missing value, and communications.
Make analytics and growth strategy integral to enterprise decisions, investment, and storytelling.
Create a learning agenda to test whether the analytics system is changing decisions, growing the business, and shaping enterprise stories, and use results to refine future cycles.
Build and develop analysts who can lead integrated measurement, storytelling, and growth strategy across the enterprise.