VP, Consumer & Behavioural Insights

Job Description:

VICE PRESIDENT, INTEGRATED ANALYTICS YOUR MINDSET You have spent your career becoming fluent in disciplines most organizations keep in separate rooms: analytics, consumer behavior, business economics, and the craft of storytelling. You don’t see a retail sales dashboard, a pharmacy adherence model, and an insurance cost trend as three different problems. You see them as three expressions of one question: what is actually changing for the people we serve, and what did we cause?

You are a growth strategist as much as an analytics leader. You want to uncover how the business can grow, deepen relationships, and create value, and you measure your work by the growth it unlocks, not the reports it produces. You believe data earns its value when someone can see what it means, feel why it matters, and decide what to do.

You build a culture where people get more ambitious about their questions because they can see what their work unlocks. You find the signals that reveal where the enterprise is missing opportunity and turn them into briefs, stories, and strategies that grow the business and move people. You help the enterprise see itself as one system: how members, patients, and consumers move between businesses, where value is created and where it leaks, and where the next growth lives.

You are a strategic partner, not a service desk. You sit in the room where strategy is formed, bringing the evidence, questions, and opportunities that shape it. You lead the design of the enterprise measurement architecture, orchestrate how insight reaches decisions, and make the case in the C-suite and in the governance and clinical rooms where the numbers must hold up.

Growth Strategy:
How the Enterprise Grows Identify the growth hidden in the data: unmet member needs, under‑served segments, cross-business moments where one relationship can deepen another, and places where growth is available but no one owns it. Size each opportunity by the prize, the confidence in the evidence, the investment required, the risk to the businesses it touches, and what would change the answer.

Shape growth agendas with business leaders: where to invest, where to expand, and where to protect what already works. Balance near‑term gains against long‑term compounding, and make the trade‑offs visible to leadership. Discovery:
Finding the Gaps and Signals Mine the data for what it isn’t saying yet: gaps between what the enterprise believes about its members and what the data shows, segments no one is watching, and moments when behavior shifts before performance does. Identify the signals that show where and when an idea becomes urgent and inevitable, and translate them into inputs for the Intelligent Story System.

Shape the enterprise questions worth answering, especially those that reveal where three businesses can create compounding value or are working against each other. Insight Into Story:
Making Cold Data Persuasive Take a cold data point and make it warm: find the person behind the number, the decision it touches, and the reason a leader should care now. Build narratives that persuade with numbers and with story. Know which evidence earns trust, which example makes it real, and which comparison makes it matter. Hold every story to the rigor a CFO or chief medical officer would demand.

Frame every analysis so a leader can answer three questions: what is happening, why it matters to us, and what we should do. Strategic Partnership:
Inspiring Briefs and Shaping Strategy Work in lockstep with strategists from the first conversation. Bring insight early, shape the brief together, and help the team see the opportunity before the work is locked. Proactively surface evidence and opportunities…