Senior Director, Business Operations & Growth Enablement

Experience level: associate.

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

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• 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

• Enable Business Development and Pre-Sales with playbooks, qualification criteria and a governed content library (security, GxP, data privacy and PV system questionnaires)

• RFI/RFP (RFx) Management: From Intake to Win
• Own one intake for every RFI and RFP, working with Pre-Sales and the commercial leader: log it in Salesforce within one business day, triage it, name an owner and give service leaders a structured, qualified brief rather than a forwarded email

• Run a documented bid/no-bid decision against agreed criteria (strategic fit, buyer relationship, competitive position, ability to deliver, margin and capacity), so the business pursues fewer, better opportunities

• Lead bid strategy before any drafting begins: client and buyer insight, competitive intelligence on likely bidders and incumbents, win themes and differentiators, solution and team design, and pricing approach, agreed with service leaders at a kickoff with clear roles

• Manage the response end to end: a timeline built back from the due date, section owners, a governed library of reusable answers, clarifying questions to the client, review gates, executive sign-off, contract and risk review, and on-time submission

• Prepare finalists for orals and demos, follow up with clients, and hold a formal win/loss debrief on every decision; feed the lessons into playbooks, the content library and competitive intelligence, and report win rate by service, source and competitor

• Contracts & Renewals Excellence

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• Own the plan to scale the contracts function: capacity model, a single intake process shared with Pre-Sales from proposal request to signature, and service levels and cycle-time targets

• Select and implement contract-lifecycle technology (intake, templates, clause library, approvals, e-signature, searchable repository and obligation tracking), integrated with Salesforce and finance systems

• Maintain one live register of every contract and every contract in progress, with status, owner, aging and next action visible to leaders

• With Legal, own the contract playbook for MSAs, SOWs, change orders, safety data exchange agreements, quality and technical agreements and data-processing terms, with defined fallback positions and delegated approval authority

• Run a proactive renewals engine: a rolling renewal calendar, early client engagement well before expiry, risk flags, annual pricing reviews and clear owners, to lift renewal rate and net revenue retention

• Business Operations & Process Excellence
• Direct the operations team toward a prioritized portfolio of initiatives that address the business’s biggest operational constraints, replacing ad hoc projects with an intake, prioritization and delivery process with clear owners and expected benefits

• Standardize and document the processes that connect the business end to end (service catalog, modular SOWs, deal-to-delivery handoff, client onboarding, change orders, invoicing readiness) wit