Senior Director, Business Operations & Growth Enablement

Job Description

THE POSITION:

EVERSANA MEDICAL, today’s Compliance Services business, helps some of the most scientifically advanced BioPharma, Medical Device and other Life Sciences organizations around the world bring novel therapies to patients, including in rare, ultra-rare and critical therapeutic areas such as Oncology, Neurology, Immuno-oncology and Immunology. We do this through Medical Affairs, Medical Information, Pharmacovigilance (PV), Quality and Regulatory services, and we are growing quickly, globally and through acquisition.

The Senior Director, Business Operations & Growth Enablement is a critical role reporting to the President, EVERSANA MEDICAL. The role is the operating partner to the President and to the leaders of every service: Medical Affairs, PV, Quality and Regulatory, and is built to help the business reach its 20%+ annual growth ambition, and at a minimum grow at the pace of the market. It exists to bring discipline, transparency and speed to the way the business generates leads, contracts, delivers and renews, so that service leaders can spend their time on clients, science and their people rather than on spreadsheets, status-chasing and workarounds.

The role is built around five commitments: better processes, better systems, better metrics, stronger collaboration and faster, profitable growth. The leader starts by listening, spending time with each service leader to understand what the shared functions (commercial operations, contracts, pricing, operations and reporting) are not yet giving them, and then fixes it, one visible improvement at a time. The role leads the Commercial Operations, Contracts and Business Operations teams, partners closely with the central EVERSANA commercial team, Finance, Legal, IT and Human Resources, and prepares the business for its next stage of growth, including the integration of acquired businesses.

WHAT SERVICE LEADERS CAN EXPECT FROM THIS ROLE:
One trusted number. One pipeline, one forecast and one scorecard, built from our systems, so nobody reconciles spreadsheets before a meeting.

• Contracts that keep pace with clients. Clear status on every contract in progress, standard paper that moves fast, and renewals raised early rather than late.
• Time back. Reporting, approvals and handoffs that run on defined processes and automation, not on a leader’s calendar.
• A partner in every pursuit. Qualification, pricing, bid and deal-structuring support for each service, shaped to how that service is actually bought.
• Fewer surprises. Early warning on renewals, margin, capacity and delivery risk, shared openly across services.
• A voice. Each leader’s challenges are captured, prioritized and tracked, and progress is reported back to them every quarter.

ESSENTIAL DUTIES AND RESPONSIBILITIES:

• Partner with Every Service Leader (Medical Affairs, PV, Quality, Regulatory)

• In the first 90 days, meet each service leader and their key managers; document the challenges they face from the shared functions and turn them into a prioritized, owner-assigned support plan for each service, refreshed every quarter
• Run a monthly operating review with each service leader on one page: pipeline, bookings, renewals, margin, capacity, open contracts and blockers, with clear actions and owners
• Tailor processes to how each service is bought and delivered (project and staffing models in Medical Affairs, volume-based models in PV, audit and quality-system cycles in Quality and Regulatory) instead of imposing one template
• Be the single front door and escalation path to the shared functions, with published turnaround commitments for quotes, contracts, reports and approvals
• Create the forums and shared account plans through which service leaders collaborate on multi-service opportunities and shared clients

• Commercial Operations: From Lead to Converted Business

• Establish Salesforce as the single source of truth from lead to closed business: defined stages with entry and exit criteria, required fields, lead source and ownership, lead-response standards, forecast categories and data-quality rules; retire off-system spreadsheets and manual pipeline reports
• Build and own the dashboards leaders use every week: lead volume and quality, conversion by stage, sales velocity, win rate, pipeline coverage, forecast accuracy and bookings by service, segment, source and region, visible to every leader
• Partner with the business unit’s commercial leader and the central commercial team on lead-generation and conversion goals and a weekly lead-to-close rhythm, so selling time goes to creating and converting leads, and service leaders can see what happens to the leads their expertise helps generate
• Lead and develop the offshore Manager, Pre-Sales Lead, a commercial operations generalist supporting the end-to-end pre-sales and contracting process: clarify scope and handoffs with the commercial leader, Business Development and Contracts, document procedures, and automate routine reporting and coordination

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