Head of Commercial Learning, US Biopharmaceutical

Are you ready to build the complete sales professional and elevate field performance across a complex US portfolio? How would you turn strategy, science, and data into sharper, compliant customer conversations that change clinical behavior and improve patient outcomes?

In this role, you will set the vision, strategy, and execution for commercial learning and capability development across the US Biopharmaceutical portfolio (Cardiovascular, Renal, Metabolic, Respiratory, Immunology & Vaccines) shaping how our customer‑facing teams compete and win. You will ensure representatives own the science and clinical evidence, understand customer and competitive context, navigate access barriers, and orchestrate cross‑functional capabilities to deliver the right message to the right customer in the right way.

You will own an end‑to‑end performance strategy—standards, practice environments, certification, manager coaching, field reinforcement, and measurement—that translates learning into observable changes in field behavior and stronger business performance. Your work will create a common capability foundation for new hires, differentiated sales pathways, and function‑specific depth, enabling teams to use CRM, data, analytics, and approved AI ethically and effectively.

• Enterprise Capability Strategy:
  Define and own a multi‑year commercial capability strategy linked to US priorities, with clear governance, standards, investment choices, success measures, and continuous improvement.
• Build the Complete Sales Professional:
  Set an integrated capability model for representatives spanning scientific and clinical acumen, business acumen, competitive selling, customer engagement, account planning, healthcare‑system understanding, access navigation, data fluency, CRM, AI‑enabled execution, and cross‑functional orchestration.
• Competitive Selling Excellence:
  Establish and evolve a differentiated, compliant approach to competitive selling that converts brand strategy, clinical evidence, market‑access realities, customer insight, and competitive intelligence into sharp customer conversations and clear asks.
• Customer and Account Orchestration:
  Prepare representatives to integrate account insight, patient needs, clinical opportunities, access realities, and enterprise resources; engage specialist teams appropriately; and maintain compliant role boundaries.
• Healthcare‑System and Access Fluency:
  Build working knowledge of payer and provider dynamics, reimbursement and prior‑authorization processes, access barriers, support resources, and appropriate escalation—equipping reps to recognize and sell through barriers compliantly.
• Tiered Learning Architecture:
  Create a common foundation for new hires followed by differentiated role‑based pathways, partnering with specialist functions to own their depth and certification.
• Strategy to Field Execution:
  Partner with Sales, Brand, Medical, Market Access, Compliance, Customer Engagement, Data and Analytics, and Global Learning to translate strategy and science into a small number of clear field behaviors, messages, tools, and coaching priorities.
• Launch Readiness:
  Own capability and field readiness for launches end to end—from gap assessment to scientific and competitive readiness, practice, certification, manager coaching, and post‑launch reinforcement—grounded in real customer, account, access, and patient‑identification dynamics.
• Manager Reinforcement System:
  Make first‑line managers the reinforcement engine through a common coaching model, expectations, observation tools, cadence, and accountability.
• Data, CRM, and AI Integration:
  Embed approved tools into customer preparation, prioritization, personalization, engagement, and follow‑through—building sound judgment to use data and AI effectively, ethically, and compliantly.
• Impact Measurement:
  Establish measures beyond knowledge and completion to assess proficiency in realistic conversations, adoption of priority behaviors, coaching quality, consistency of execution, time to effectiveness, and contribution to customer and business outcomes.
• Portfolio Prioritization:
  Challenge demand, stop or simplify low‑value activity,…