Senior Director, Program Management

POSITION SUMMARY:

The Senior Director, Program Management is a senior cross-functional leader responsible for helping move complex drug development programs from strategy to execution.

This role works across clinical, regulatory, CMC, nonclinical, commercial and other functions to connect plans, build and maintain the integrated program timeline, identify risks and trade-offs, prepare for key decisions, and drive follow-through.

The Senior Director must understand drug development well enough to contribute meaningfully to program discussions, challenge assumptions, and help the team understand the implications of different choices. At the same time, this person must be strong in the core mechanics of program management, including timelines, dependencies, risks, decisions, actions and execution.

The role reports to the Vice President, Program Management.

Employees designated as onsite or hybrid are expected to be onsite at Rigels South San Francisco headquarters during business hours on Wednesdays and Thursdays each week. Employees designated as remote are expected to be onsite during business hours on Wednesdays and Thursdays at least twice per month, and more frequently as business needs require.

ESSENTIAL DUTIES AND RESPONSIBILITIES:

Program Planning and Leadership Develop a strong understanding of the programs objectives, development strategy and key scientific, clinical, regulatory, CMC and commercial considerations.

Partner with functional leaders to translate agreed program strategy into an integrated and executable plan.

Lead integration of functional plans, assumptions and dependencies across the program.

Build, own and maintain the integrated program timeline, including key milestones, decision points, critical paths and cross-functional dependencies.

Work with functional leaders to obtain, challenge and confirm the assumptions, durations and dependencies underlying the timeline.

Identify gaps, conflicts and trade-offs across functional plans and help drive them to resolution.

Develop integrated scenarios and timelines when alternative development paths are being considered.

Execution and Risk Management Monitor progress against the integrated plan and identify material changes in timing, scope, resources or assumptions.

Assess and communicate the impact of changes on the broader program.

Identify major program risks early and work with accountable functions to ensure mitigation or contingency plans are in place.

Drive clear actions, owners and timelines following key discussions and decisions.

Ensure decisions are reflected in updated plans and follow-through.

Escalate unresolved issues when they cannot be addressed within the program.

Decision Support Anticipate upcoming program decisions and ensure the right information is available to support them.

Help clearly define the decision needed, relevant assumptions, options, risks and execution implications.

Distinguish between facts, assumptions, risks and unresolved questions.

Ensure functional input is aligned and areas of disagreement are clear before major decisions are brought forward.

Prepare concise program updates for senior leadership and governance discussions.

Cross-Functional Leadership Build strong working relationships across functions and levels.

Facilitate productive discussion when priorities, timelines or perspectives differ.

Ask informed questions and challenge assumptions constructively.

Maintain focus on the overall program rather than any one functional perspective.

Drive cross-functional execution while keeping functional accountability clear.

Ensure material changes are communicated to affected stakeholders.

When assigned broader program leadership responsibility, lead the cross-functional development program and advance integrated program recommendations for decision.

Financial and Resource Planning Partner with Finance and functional leaders to connect development plans with budgets and forecasts.

Ensure planning assumptions used for financial work are consistent with the current program timeline.

Identify changes in scope, timing or resources that may materially affect program cost or investment needs.

Highlight resource constraints and their potential impact on program execution.

Program Management Leadership Apply consistent Program Management practices across assigned programs.

Identify practical ways to improve planning, execution, decision-making and communication.

Mentor and provide guidance to Program Management colleagues and consultants.

Contribute to broader…