Sr. Director, Segment Strategy; Retail & Specialized Pharmacy

McKesson is an impact-driven, Fortune 10 company that touches virtually every aspect of healthcare. We are known for delivering insights, products, and services that make quality care more accessible and affordable. Here, we focus on the health, happiness, and well‑being of you and those we serve – we care.

What you do at McKesson matters. We foster a culture where you can grow, make an impact, and are empowered to bring new ideas. Together, we thrive as we shape the future of health for patients, our communities, and our people. If you want to be part of tomorrow’s health today, we want to hear from you.

This role offers location flexibility and is open to candidates across the United States. Candidates based in the Dallas–Fort Worth (DFW) area will be hired in a hybrid capacity and are expected to work onsite at our Las Colinas office a minimum of two (2) days per week, with the remaining days worked remotely. Specific in‑office days may be designated based on team needs and business priorities.

The Sr. Director, Segment Strategy – Retail and Specialized Pharmacy serves as a senior individual contributor within the North America Pharmaceutical Distribution Strategy function, supporting the Strategic, Community, and Specialized Pharmacy (SCS) segment. SCS represents McKesson’s sales and account management teams serving a diverse set of pharmacy customers, spanning traditional brick‑and‑mortar to digitally native entrants, as well as its community pharmacy franchise and PSAO.

Reporting to the VP, Segment Strategy, this position operates as a lead strategic partner to segment leadership.

The Senior Director is responsible for owning and leading defined work streams and strategic sub‑areas within the segment, shaping insights, framing decisions, and driving forward progress in close partnership with business and functional leaders. This is a highly hands‑on role that requires strong judgment in stakeholder engagement and a commitment to developing strategy collaboratively—not in isolation.

Success in this role is defined by the ability to translate complex dynamics into actionable decisions, build credibility with partners, and ensure strategic work leads to practical, executable outcomes.

• 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 — and that are grounded in the financial architecture of the relevant market.
• Prepare and run productive problem‑solving sessions with business partners; engage stakeholders in joint problem solving rather than delivering conclusions to them.

• Serve as a knowledgeable resource on the financial architecture of the pharmaceutical value chain — how manufacturers, distributors, PBMs, payers, and pharmacies generate and protect economic value, and how those mechanisms are being repriced.
• 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 second‑order financial and competitive consequences of legislative and regulatory developments — drug pricing reform, PBM transparency, reimbursement policy — within the scope of assigned initiatives.
• Contribute to scenario analysis of vertical integration, direct channel development, and disintermediation moves by value chain participants.

• Act as a credible thought partner to business leaders within the scope of assigned initiatives; challenge assumptions constructively and surface inconvenient facts early.
• Understand the organization’s culture and individual stakeholder perspectives, and consider them in crafting recommendations that the business can actually execute.
• Dev…