Job Description:

Phreesia Network Solutions has built a new offering at the intersection of patient activation and pharmaceutical marketing. The product is built. Legal has cleared the commercial model. An advisory board of pharma brand marketers and agency buyers has validated the value proposition. The first pilot client is identified.

The work now is to take this offering to market — scale it, prove the commercial model with the first pharma partners, and build the playbook that lets the broader commercial team run with it in year two. We need a Market Development Leader who will run this offering as the owner of this business inside Phreesia Network Solutions. Not a team manager. Not a consultant. The person who owns the number, the positioning, the pricing, and the outcomes — and who proves to the market that this works.

What You'll Own

• Business outcomes: Revenue, pipeline health, customer outcomes, and the commercial trajectory through year two and beyond. You own the number and how this offering shows up in the market.

• Positioning and marketing: Category narrative, messaging, target segmentation, sales collateral, pitch materials, and customer-facing content. You craft and tell the story.

• Pricing and packaging: Pilot pricing, scale pricing, and the model that gets locked once pilot data comes in. You develop and defend a pricing model that works for Phreesia and for buyers.

• Product partnership: You are the voice of the customer back to the product team, and the translator of product capability into commercial offering — shaping the roadmap for the next 12–24 months.

• First deals: You personally lead the first three or more pilots — opening doors, structuring the conversation, and carrying them to signed contracts. Then you hand off to the commercial team.

• Cross-functional alignment: You work daily with Product, Legal, Insights & Analytics, Marketing, and Commercial. No direct authority over most of them. You earn alignment through clarity, evidence, and follow-through.

Year-One Priorities

• Close three or more pilots in the first six months. The first pilot client is already identified — you take it from identified to signed. You source and sign the next two yourself. Pharma brands in specialty conditions. You lead the BD, structure the deals, sign them.

• Build the GTM playbook by month nine. Positioning, pitch deck, sales collateral, objection handling, qualification criteria, and the pricing model — at a level of finish that the broader commercial team can pick up and run with.

• Ramp the commercial team for year-two scale. With the playbook ready, sellers begin running deals using your materials, positioning, pricing, and qualification process. By month twelve they are calling on most of the existing client base.

• Lock the pricing model. From pilot data, set the model that scales. Test it in subsequent deals. Defend it against pharma's default pricing frames.

• Establish the category narrative. Move buyers off the frames they'll instinctively reach for and onto the actual value — before pricing is on the table. Build credibility through pitches, conferences, content, and direct conversation with the people who shape pharma marketing thinking.

What We Need You To Bring

• Deep pharma experience and an active network: You have spent most of your career serving pharma — at a consulting, technology, data, or media company whose main customer is pharma. You know how DTC, HCP, market access, and innovation budgets work, what compliance allows, and how procurement actually approves a new arrangement. You have current working relationships with brand marketers, HCP marketing leads, innovation directors, or executive leaders — ideally in immunology, oncology, or rare disease.

• The ability to position for many buyers: Pharma buyers are different people with different priorities — brand marketers, HCP marketing leads, DTC leads, innovation leads, agency and media partners, executives. The pitch flexes to each without losing the underlying story.

• The ability to make the value clear: You can articulate the value of a new offering in multiple ways, in the language of whichever pharma buyer is in the room. You can move buyers off the default frames they'll reach for and onto the actual value.

• A track record of launching something new — and seeing it through: From idea to first deal and rollout: you set the positioning, priced it, sold it, shipped it, on something that is now successful. Strong follow-through, not just good at brainstorming.

• Pricing and packaging instincts: You have set pricing for a new offering before. You will have an opinion on the pricing model before the pilot data comes back, and you will adjust it when the data does.

• GM-style ownership: You will run this offering as if it were your business — working daily with Product, Legal, IA, Marketing, and Commercial without managing any of them. You lead through clarity, evidence, and follow-through.

What Makes You a Great Fit

• Currently in a company serving pharma — not someone who left years ago

• Comfortable selling with a mix of stakeholders in the room, including legal and compliance

• Specialty pharma experience over primary care

• Public credibility in the category — speaker at MM&M, DTC National, ePharma Summit, or comparable

This Role Is Not a Fit For

• Anyone from outside pharma trying to translate adjacent skills in

• Career media sellers — they will price this as media

• Operators who have only sold to one buyer type

• Marketers who have never owned a deal or a program with measurable results

• Sales leaders looking to build a team — this role isn't that

• Anyone who needs the deck finished before they walk into a room

What Success Looks Like at 12 Months

• Three or more pilots are signed and generating real outcome data.

• The GTM playbook is in the hands of the commercial team, and quota-carrying sellers are running deals across most of the existing client base.

• The category language has moved — pharma marketers and agencies in your target space are starting to use the frame you've built.

• Pricing is locked. The product roadmap reflects what you've learned from real customers.

• Year two is set up to land this offering broadly across clients, then expand inside each account.

This is aremote rolewith frequent travel requirements. Priority will be for those local to NYC/Tristate area and who arebased in EST or CST in theUS