Senior Manager, CX Adoption Analytics & Insights Lead

At Pfizer, our purpose is breakthroughs that change patients' lives. Pfizer is building AI capability at scale and the GTM and Adoption team makes Pfizer's AI platforms part of how 80,000 colleagues work. We find what blocks adoption, remove it, and measure the change in practice.

The Senior Manager, CX Adoption Analytics & Insights Lead is the data-driven engine of the team. Without deep telemetry, the rest of the team is guessing. This role tracks exactly who is using our internal AI Digital Platforms, how deeply they are engaging, and where they are encountering barriers, and turns that into numbers the whole team can act on.

This role explains why adoption stalls. When a metric misses, this role diagnoses whether it's a workflow-fit problem, a comprehension gap, a motivation gap, or something structural, and hands that diagnosis to the Head of GTM and Adoption to route to the right function. This role also draws the line between "completed training" or "joined a channel" and "actually adopted," so the team is never celebrating activity that doesn't hold up over time.

This role helps build organizational capability by establishing common measurement practices, enabling data-driven decision making, and helping stakeholders understand the behavioral drivers of successful adoption.

• Establish standards, frameworks, and best practices for adoption measurement and behavioral analytics across adoption initiatives.
• Build organizational capability by enabling stakeholders to effectively interpret and apply adoption metrics, behavioral indicators, and value-realization measures.
• Facilitate knowledge sharing by communicating analytical insights, methodologies, and successful measurement approaches across business units.
• Influence business and product decisions through evidence-based recommendations and effective communication rather than formal authority.

• Establish and own the engagement baseline for every colleague-facing platform.
• Track the two core success metrics: colleagues actively doing real work on the platform in the last 30 days, and the percentage of colleagues who would be "very disappointed" if it went away (the Sean Ellis test).
• Set the quarterly targets for both and ensure every other metric the team tracks connect back to them.

• Define and track the behavioral metrics that matter depth of tool usage, breadth of features accessed, and long-term user retention.
• Identify exactly where users are experiencing friction and dropping out of the adoption lifecycle, down to the specific step.

• Diagnose whether a missed metric reflects a workflow-fit problem, a comprehension gap, a motivation or awareness gap, or a structural/organizational barrier.
• Hand the diagnosis to the Head of GTM and Adoption with a clear recommendation for which function should own the fix.
• Trigger a root-cause review whenever a target misses.

• Partner with the Digital Learning Lead to track the gap between "completed a module" and "actually ready."
• Partner with the Peer Advocacy & Community Lead to track the gap between "joined a channel" and "actually engaged."
• Build measurement that shows whether a skill or behavior holds up weeks later, not just whether an activity happened once.

• With the Peer Advocacy & Community Lead: define and track the community metrics that matter, posts published, reply and reaction rates, active participants, advocate activity, so the team knows which formats and channels genuinely engage colleagues.
• With the Digital Learning Lead: track progression through learning pathways by skill level, and whether colleagues are using the resources and tools they were trained on, not just starting or completing a module.
• With the Internal Communications & Activation Lead: track how campaigns and comms perform by channel and by audience segment, which messages, formats, and channels different segments respond to best.
• Synthesize all three views into a shared, cross-functional picture of best tactics, best channels, and best segments, so every function is learning from what is actually working across the team, not just their own data.

• Partner with Experience Architecture and product owners to define what "value" means for each platform, time saved, error or rework reduction, quality of…