Director, Category Management, Hims

Hims & Hers is the leading health and wellness platform, on a mission to help the world feel great through the power of better health. We are redefining healthcare by putting the customer first and delivering access to care that is affordable, accessible, and personal, from diagnosis to treatment to delivery. No two people are the same, so we provide access to personalized care designed for results.

By normalizing health & wellness challenges and innovating on their solutions, we’re making better health outcomes easier to achieve.

Hims & Hers is a public company, traded on the NYSE under the ticker symbol “HIMS.” To learn more about the brand and offerings, you can visit  and  . For information on the company’s outstanding benefits, culture, and its talent‑first flexible/remote work approach, see below and visit

We’re looking for a Director, Category Management to own the initiatives that decide whether a Hims category wins — the biggest levers on the P&L across acquisition, retention, and new-treatment launches. You’ll be the strategic lead on these end‑to‑end, with growth and ops partners behind you and a clear runway to grow into a GM running your own category
.

Hims isn’t a set of one‑time transactions; it’s a healthcare platform where value compounds through retention and cross‑category adoption. You’ll be measured on the long‑term, multi‑specialty value your customers generate on platform — not just on acquisition – and your ability to prioritize initiatives across all roadmaps.

You’ll lead across clinical, pharmacy, regulatory, product, growth, analytics, and operations
, bringing the rigor to defend every decision on the numbers and the speed to ship, learn, and iterate. Reports to the General Manager, Hims. Partners with the GMs and Directors across the Hims & Hers portfolio, and is supported by the Sr. Managers on Category Strategy & Analysis.

Own the Category’s Biggest Levers

• Take end‑to‑end ownership of the initiatives that move the P&L most — across acquisition, retention, conversion, and new‑treatment launches — from strategy through execution to results.

• Own the unit economics behind them: CAC, LTV, ARPU, submit‑to‑subscriber (S2S), and contribution margin.

• Run your initiatives as a portfolio — frame the opportunity, score trade‑offs (impact vs. effort, must‑have vs. nice‑to‑have), sequence the roadmap, and bring a clear recommendation on what gets built and when.

Drive Growth & Retention

• Partner with growth and lifecycle teams to lift acquisition, S2S conversion, and retention across the funnel.

• Shape the tech product roadmap with product and engineering — prioritize the funnel, personalization, and experience investments that move conversion and retention, and hold the roadmap accountable to category outcomes.

• Turn single‑treatment buyers into multi‑specialty members through cross‑sell and long‑term engagement.

• Build pricing, bundling, and merchandising strategies that protect margin and LTV.

Launch & Scale New Treatments

• Own the treatment development roadmap for your categories — identify, prioritize, and sequence new treatments, SKUs, form factors, and programs, from business case to forecast to go‑live.

• Work with clinical, pharmacy, and regulatory teams to bring therapies to market safely and fast.

• Build repeatable launch playbooks, not one‑off fixes.

Own the Customer Experience

• Deliver an end‑to‑end experience that is premium, empathetic, and destigmatizing — clinical rigor without clinical coldness, in categories where stigma is often the biggest barrier to care.

• Pressure‑test the journey as a customer would, from first touch through fulfillment and ongoing care.

• Pair qualitative insight with hard data to close experience gaps.

Lead Cross‑Functional Execution

• Be the go‑to leader for your initiatives, aligning clinical, regulatory, product, growth, analytics, pharmacy, and operations.

• Keep the product and treatment roadmaps reconciled in one prioritized plan
  ; set clear priorities and success criteria, and keep partners moving even when they don’t fully agree.

• Direct the growth‑ops and analytics resources behind you; act as a thought partner to the Sr. Managers…