Director, Market Development

Job Description:Title: Director, Market DevelopmentTeam: Phreesia Network Solutions Location: Remote U.S. (ET/CT regions), with frequent travel requirements. Priority for those local to NYC/ Tristate area.Why This Role ExistsPhreesia 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're looking for a GTM & Market Development Strategy leader who will own this offering as its general manager inside Phreesia Network Solutions — the positioning, the pricing, the product direction, and the outcomes. Closing the first few pilots personally is part of the mandate, because proving the model firsthand is how the playbook gets built — but the job is building and owning a business, not carrying a quota.What You'll Own Positioning and category narrative. You define how this offering is described and differentiated — messaging, segmentation, and customer-facing content — and move buyers off default frames onto the real story. Pricing and packaging. You set pilot pricing, design the model that scales, and defend it once pilot data comes in — with a point of view going in and the judgment to adjust once results arrive. 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. Business outcomes. Revenue, pipeline health, customer outcomes, and the commercial trajectory through year two and beyond. You own how this offering performs and how it shows up in the market. The first proof points. You personally take the first three-plus pilots from conversation to signed agreement, navigating legal and compliance, and closing it. This isn't pipeline generation; it's the fastest way to learn what works before handing a playbook to the commercial team. Cross-functional alignment. You work daily with Product, Legal, Insights & Analytics, Marketing, and Commercial, earning alignment through clarity and evidence, not thru direct authority. In Year One: Establish proof with three or more pilots in the first six months. The first pilot client is already identified; you take it to signed, then identify, structure, and close two more — focused on specialty-condition pharma brands. Build the GTM playbook by month nine. Positioning, pitch deck, collateral, objection handling, qualification criteria, and pricing — finished well enough for the commercial team to run with. Hand off to the commercial team for year-two scale. With the playbook ready, the commercial team begins running deals using your materials, positioning, pricing, and qualification process. By month twelve, they're calling on most of the existing client base. Lock the pricing model. Set the model that scales from pilot data, test it in later deals, and defend it against pharma's default pricing frames. Establish the category narrative. Move buyers onto the actual value before pricing is on the table, building credibility through pitches, conferences, content, and conversations with category influencers, and direct conversation with the people who shape pharma marketing thinking. We Need You To Bring Deep pharma experience and an active network: Most of your career has been in pharma, at a consulting, technology, data, or media company serving pharma clients. You understand DTC, HCP, market access, and innovation budgets, and how compliance and procurement actually work, with current relationships among brand marketers, HCP leads, innovation directors, or executives, ideally in immunology, oncology, or rare disease. The ability to position for many buyers: Pharma buyers vary — brand marketers, HCP leads, DTC leads, innovation leads, agency partners, executives — and your pitch flexes to each without losing the core story. The ability to make the value clear: You can articulate a new offering's value in the language of whichever buyer is in the room, moving them off default frames and onto the actual value. A track record of launching something new — and seeing it through: You've taken something from idea to first deal to rollout — positioned it, priced it, sold it, shipped it, and made it successful. Follow-through, not just brainstorming. Pricing and packaging instincts: You've priced a new offering before, with a point of view going in and the judgment to adjust once pilot data comes back. GM-style ownership: You'll run this offering like your own business — working daily with Product, Legal, IA, Marketing, and Commercial without managing them, leading through clarity and evide