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The Strategic, Community, and Specialized Pharmacy (SCS) segment represents McKesson’s sales and account management teams serving a diverse set of pharmacy customers — spanning traditional brick-and-mortar to digitally native entrants, strategic accounts / large retail chain and grocers, independents, as well as its community pharmacy franchise and payer solutions.

Reporting to the Senior Director of Business Development Operations, this role is for a highly structured, strategically-minded operator who can take market and customer intelligence to define growth levers (market research from direct customer feedback, external intel, and internal data) for our businesses and identify and prioritize growth opportunities, provide sales leaders the insights to focus their effort, shape how we tell the value story, and work with the enterprise to build and maintain the business development processes and operational backbone that carries an opportunity cleanly from lead generation/first contact through onboarding. You’ll sit at the intersection of Sales, Sales Operations, Account Management, Marketing, Strategy, Pricing, and across various McKesson Business Units — translating a complex market into clear priorities and repeatable process.

The work spans the full business development continuum — from translating “where to play” and “how to win” strategies to define targeted growth plans, through shaping how we win it, to building the operating discipline (people, processes, technology) that makes it repeatable. You’ll operate as a hands-on individual contributor who works independently with minimal supervision, operates with autonomy (while fostering collaboration) in shaping the objectives of each initiative, and anticipates change to direct or redirect effort — influence here comes from strategic thinking, trusted relationships, and the ability to lead without authority to advance the work across teams.

Define the growth strategy

• Map the growth levers.  Define the full set of growth levers across the SCS sub-segments — which customer types, key attributes, channels, and plays driving expansion, and how each contributes to the segment’s growth equation.

• Direct where to focus within the market.  Translate the levers into a clear point of view where sales leaders should focus (net-new vs grow share of wallet), to concentrate efforts on the highest-value prospects and plays rather than spreading thin.

• Frame complex decisions and strategic choices.  Develop resolutions to complex, high impact business challenges by structuring ambiguity into clear hypotheses, workplans, and decision paths. Exercise sound judgement within broad organizational guidelines and practices to evaluate alternatives, articulate explicit trade-offs, and recommend actionable strategies. Ground recommendations in a deep understanding of pharmaceutical economics, reimbursement dynamics, and the drivers of value creation and growth across the pharmacy ecosystem to position the business for long-term success.

• Solve alongside the business.  Prepare and run productive problem-solving sessions with business partners; engage stakeholders in joint problem-solving rather than delivering conclusions to them.

Map the sales lifecycle and size the opportunity

• Map the current state.  Build the current-state map of the sales lifecycle stage by stage — lead generation and scout, qualify, prioritize and tier, pursue and develop, deal strategy, contract and pricing, onboarding readiness, grow share of wallet/farming strategies, and renewal — documenting how each stage works today, where it breaks, and what it costs us in people, tools, resources, and process/handshakes.

• Size the opportunity.  Translate the gaps into quantified value — revenue at risk, share of wallet loss, velocity lost, margin leaked, and effort misapplied — so the output is a ranked set of opportunities that tells the business where to play first, rather than a list of friction points.

• Define the future state and close the gaps.  Turn the ranked gaps into a future-state design with named owners, decision rights, and a sequenced path to close them; route what BDO doesn’t own to the right teams — turning friction points into fixed, owned process.

• Make the mapping repeatable.  Stand the approach up as a method the segment can run across sub-segments and refresh as a recurring effort and in alignment with market moves.

Shape the value story, across Marketing and key NAPS business units

• Tell the value story.  Partner with Marketing and across key Business Units to define how we articulate McKesson’s value to each sub-segment and target customer — the differentiated message, proof points, and positioning that resonate with distinct customer types.

• Keep the story aligned.  Ensure the value narrative is consistent from first touch through the sales conversation in every stage of lifecycle.

• Carry the value story into customer Quarterly Business Reviews (QBRs).  Own the strategic agenda and the value story for customer QBRs — the questions each review should answer and the proof points behind them — and work with Sales and Account Management on the annual operating calendar, the RACI, and the data, performance, and feeds needed across NAPS to support it.

Build the win/loss feedback loop

• Stand up the program.  Design and stand up a win/loss program; Establish where reasons get captured, how consistently, and what a purpose-built program looks like across sales and account management.

• Turn findings into change.  Surface the real reasons we win and lose, and translate them into what to change in pricing, service, product, and positioning — routing each to the team that owns it and ensuring there is a plan in place for accountability, results, and impact.

• Connect it to the market view.  Feed win/loss insight, along with the competitive intelligence that surfaces through mapping, direct customer VOC, onboarding and offboarding, back into the segment’s market and competitive intelligence work and to key partners.

Build the operating model and governance

• Build the operating model.  Design and enforce the operating models, structured intake, qualification, and stage-gate frameworks that drive pipeline quality, prioritization, and consistency across opportunities.

• Stand up governance.  Establish governance structures and standards that keep teams aligned to shared priorities and consistent execution, and drive adoption through clear ownership and change management.

• Lead the onboarding handoff.  Lead a clean, structured handoff to onboarding and account management, ensuring every opportunity is operationally ready and both the customer and internal teams are positioned for long-term success.

Enable through data, technology, and insight

• Make the data trustworthy.  Support the SFDC strategy, data standards, and pipeline visibility so reporting is accurate, actionable, and trusted; partner with Technology, Sales Enablement Operations, and Analytics on dashboards and forecasting inputs.

• Bring in AI leverage.  Identify where AI and automation can reduce manual work, improve speed, and accelerate insight generation — and help embed those capabilities into workflows.

Work across teams as a thought leader

• Orchestrate the teams.  Serve as a connective, credible thought partner and often the project lead across Sales, Sales Operations, Account Management, Marketing, Pricing, and Strategy — interacting with management and senior stakeholders on matters requiring coordination across organizational lines, challenging assumptions constructively and surfacing inconvenient facts early.

• Build the alignment.  Build alignment as the work proceeds by reading stakeholder perspectives and crafting recommendations the business can actually execute.

• Lift the team around you.  Act as a resource for colleagues with less experience and direct the work of others on initiatives without holding formal management responsibility — modeling the structured, evidence-based problem-solving the segment is building toward.

Preferred Skills/Experience:

• Highly structured: brings order to ambiguity and turns messy, cross-functional problems into clear workplans, process maps, and decision paths.

• Process discipline: Engineering, Lean Six Sigma, or equivalent training, applied to commercial and sales processes rather than manufacturing ones.

• Value-chain and financial fluency: working knowledge of pharmaceutical value-chain economics — distribution margins, sourcing dynamics, PBM and payer economics, and pharmacy P&Ls — applied as a core analytical lens.

• Cross-functional operator: comfortable working across Sales, Sales Operations, Account Management, Marketing, Pricing, and Strategy, and trusted by each.

• Operationally fluent: comfortable in CRM (Salesforce), pipeline reporting, and forecasting; energized by building the frameworks that make strategy repeatable.

• Experience in pharmacy, healthcare, pharmaceutical services, or distribution — retail, PBM, digital, or long-term care pharmacy a strong plus.

• US-based with location flexibility. Candidates within ~50 miles of Irving, TX will be required to be onsite 2 days per week.

• Traditional office / hybrid environment; up to 25% travel for corporate, internal, and industry events.

We are proud to offer a competitive compensation package at McKesson as part of our Total Rewards. This is determined by several factors, including performance, experience and skills, equity, regular job market evaluations, and geographical markets. The pay range shown below is aligned with McKesson's pay philosophy, and pay will always be compliant with any applicable regulations. In addition to base pay, other compensation, such as an annual bonus or long-term incentive opportunities may be offered. For more information regarding benefits at McKesson, please click here.

Our Base Pay Range for this position

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