VP, Consumer & Behavioural Insights

Job Description:

VICE PRESIDENT, INTEGRATED ANALYTICS

• YOUR MINDSET
• You have spent your career becoming fluent in disciplines most organizations keep in separate rooms: analytics, consumer behavior, business economics, and the craft of storytelling. You don’t see a retail sales dashboard, a pharmacy adherence model, and an insurance cost trend as three different problems. You see them as three expressions of one question: what is actually changing for the people we serve, and what did we cause?

You are a growth strategist as much as an analytics leader. You want to uncover how the business can grow, deepen relationships, and create value, and you measure your work by the growth it unlocks, not the reports it produces.

You believe data earns its value when someone can see what it means, feel why it matters, and decide what to do. You build a culture where people get more ambitious about their questions because they can see what their work unlocks. You find the signals that reveal where the enterprise is missing opportunity and turn them into briefs, stories, and strategies that grow the business and move people. You help the enterprise see itself as one system: how members, patients, and consumers move between businesses, where value is created and where it leaks, and where the next growth lives.

You are a strategic partner, not a service desk. You sit in the room where strategy is formed, bringing the evidence, questions, and opportunities that shape it. You lead the design of the enterprise measurement architecture, orchestrate how insight reaches decisions, and make the case in the C-suite and in the governance and clinical rooms where the numbers must hold up.

CORE RESPONSIBILITIES

Growth Strategy: How the Enterprise Grows

Identify the growth hidden in the data: unmet member needs, under-served segments, cross-business moments where one relationship can deepen another, and places where growth is available but no one owns it.

Size each opportunity by the prize, the confidence in the evidence, the investment required, the risk to the businesses it touches, and what would change the answer.

Shape growth agendas with business leaders: where to invest, where to expand, and where to protect what already works. Balance near-term gains against long-term compounding, and make the trade-offs visible to leadership.

Discovery: Finding the Gaps and Signals

Mine the data for what it isn’t saying yet: gaps between what the enterprise believes about its members and what the data shows, segments no one is watching, and moments when behavior shifts before performance does.

Identify the signals that show where and when an idea becomes urgent and inevitable, and translate them into inputs for the Intelligent Story System.

Shape the enterprise questions worth answering, especially those that reveal where three businesses can create compounding value or are working against each other.

Insight Into Story: Making Cold Data Persuasive

Take a cold data point and make it warm: find the person behind the number, the decision it touches, and the reason a leader should care now.

Build narratives that persuade with numbers and with story. Know which evidence earns trust, which example makes it real, and which comparison makes it matter. Hold every story to the rigor a CFO or chief medical officer would demand.

Frame every analysis so a leader can answer three questions: what is happening, why it matters to us, and what we should do.

Strategic Partnership: Inspiring Briefs and Shaping Strategy

Work in lockstep with strategists from the first conversation. Bring insight early, shape the brief together, and help the team see the opportunity before the work is locked.

Proactively surface evidence and opportunities the strategy team hasn’t asked for. Reveal what’s possible, not only answer what was requested.

Inspire briefs with audience truths, behavioral signals, and cultural moments that make an idea land with strategists and creative leaders. Stay in the conversation through execution and learning, so analysis shapes strategy and strategy shapes the next question.

Cross-Brand Enterprise Leadership

Hold the enterprise perspective: see where insight should be shared across all three businesses and where each must measure independently. Identify where one analytical capability scales and where a business needs its own specialized lens.

Create conditions where the three businesses inform each other rather than optimize against each other.

Relationship Growth & C-Suite Stewardship

Be the authority leadership turns to for “where will we grow?”, “what is actually working?”, “where is the value we’re missing?”, and “what should we be saying about this?”

Make analytics and growth strategy indispensable to how the enterprise decides, invests, and tells its story, not a function it consults occasionally.

Measurement of the System Itself

Create a learning agenda that tests whether the analytics system is changing decisions, growing the business, and shaping the stories the enterprise tells. Use measurement as feedback, not reporting, and let what you learn tune the next cycle.

WHAT SUCCESS LOOKS LIKE

Your questions are clear enough that a junior analyst can explain them, and rigorous enough that a CFO or chief medical officer pauses and says, “Yes, that’s exactly what we need to know.”

Leaders bring you opportunities early because you have found growth they would have missed. The team can point to specific investments and decisions it changed.

Strategists and analysts work as one team. Briefs are inspired by data, and strategies are shaped by evidence from the start.

The three businesses share a common measurement language while keeping distinct metrics where they should. The differences between them are deliberate.

Your team thinks in systems and can identify the signals that help the enterprise build Intelligent Story Systems.

You have developed analysts who will lead integrated measurement, storytelling, and growth strategy across the enterprise. Your legacy is multiplication.

The relationship grows because the enterprise asks for more.

• KEY QUALIFICATIONS
• Experience:

15+ years in analytics

A record of turning analysis into growth opportunities, narrative, and recommendations, and of persuading senior leaders and cross-functional partners

Proven track record shaping analytical and growth agendas, not only delivering reports

Experience partnering with strategy, creative, or marketing teams to shape briefs and strategy from the data

Leadership experience building and developing teams

Enterprise relationship management, with comfort briefing the C-suite and governance bodies

Experience in healthcare, PBM, insurance, or retail health is strongly preferred, along with working knowledge of HIPAA and multi-entity data governance

Intellectual Foundation:

Deep understanding of interconnected systems, including member journeys across pharmacy, benefits, and insurance

Comfort holding complexity: three businesses, multiple populations, multiple signals

Ability to operate at the 30,000-foot level and in the data itself

Evidence that you think about how insights propagate and compound over time

The annual base salary range for this position is $136,00-$219,000. Placement within the salary range is based on a variety of factors, including relevant experience, knowledge, skills, and other factors permitted by law. Additionally, this position is eligible for discretionary incentive compensation.

Benefits available with this position include:

Medical, vision, and dental insurance,

Life insurance,

Short-term and long-term disability insurance,

401k,

Flexible paid time off,

At least 15 paid holidays per year,

Paid sick and safe leave, and

Paid parental leave.

Dentsu also complies with applicable state and local laws regarding employee leave benefits, includi