Director Agentic Talent Programs, Financial Services & Technology

Job Requirements Job Description Phenom is an applied AI company with a bold mission: help a billion people find the right work. Our platform delivers an AI orchestration layer that sits across the entire talent lifecycle, automating workflows, surfacing intelligence, and deploying agentic capabilities that let enterprises operate at a speed and precision their legacy systems were never built to match. We work with the most forward-thinking enterprises in the market, companies that are scaling aggressively, transforming how they operate, and making bold bets on AI to outpace their competition. They range from 5,000 employees to more than one million.

The Director, Financial Services & Technology Talent Programs is a client-facing, revenue-accountable role on Phenom's enterprise team. The Director runs point on strategic account engagements with banks, capital markets firms, insurance carriers, and technology companies. Working directly with CHROs, CPOs, and CFOs, the Director diagnoses the talent-related constraint blocking one of the client's key growth priorities, then designs and sells the Phenom solution that resolves it. The Director owns the research and analysis behind each prospect engagement: account research, a documented hypothesis about the client's problem, a map of where that problem shows up operationally, a financial model of what it is costing the client, and a plan for getting the right stakeholders aligned. The Director carries the engagement through the full new client cycle, from first contact to signed contract. (If based within 50 miles of Horsham, PA, this would be 5 days/week on-site.)

What this role is

• A revenue-accountable, customer acquisition-focused role: success is measured by pipeline generated and new customers onboarded.
• Research and analysis heavy: the Director builds the account intelligence, financial model, and business case behind every engagement.
• A role that operates at the executive level: with CHROs, CPOs, and CFOs as the primary audience.

What this role is not

• Not a demo-led product sale: the platform walkthrough is a consequence of the diagnosis, not the opening move.
• Not account management or renewals: this is new customer acquisition.
• Not a solutions consulting seat: the Director carries the number.
• Not a volume outbound role: fewer accounts, far more depth per account.

The Talent Constraint in Financial Services, Insurance & Technology

• Revenue-producing headcount is the growth engine: unfilled producer, underwriter, and advisor seats are forgone revenue that the business has usually already quantified. The seller's job is to connect the vacancy to the number the client already has.
• Licensing and screening extend the cycle: Series licensing, registration, and background checks add weeks the requisition process cannot compress. Time-to-fill is partly a regulatory clock.
• Compliance makes process defensibility a requirement: adverse impact, record-keeping, and model governance constrain how automation can be deployed. A risk or compliance stakeholder can stop the deal, which means they belong in the plan from the start.
• Insurance faces an experience gap in underwriting and claims: experienced underwriters and adjusters are leaving the workforce faster than replacements are being developed, and the knowledge transfer problem is as hard as the hiring problem.
• Technology hiring is cyclical and reputationally sensitive: these companies swing between freezes and urgent build-outs. How candidates were treated during the freeze determines what the next expansion costs.
• Internal mobility is the most underused asset in the building: these organizations frequently already employ the skills they are recruiting for externally, and cannot see it.

What you'll actually do

• Research target companies (earnings calls, business line growth, regulatory posture, and stated headcount or efficiency plans) before any outreach
• Build a documented hypothesis on the talent constraint blocking each account's most important growth priority
• Open executive conversations with a specific, researched insight about the account
• Run meetings that test the hypothesis directly with the client and reach a shared diagnosis
• Map the client's current-state hiring process to identify failure points and bottlenecks
• Build a financial model quantifying the cost of the client's current constraint
• Align stakeholders (CHRO, CPO, CFO) to move the engagement through approval
• Build urgency using the financial case itself, rather than deadlines or discounts
• Use AI and LLM tools to accelerate research and sharpen analysis

Core disciplines needed Understand the Business

1. Business Intelligence Read 10-Ks, 10-Qs, and the last four quarterly calls. For banks, net interest margin and fee income mix. For carriers, combined ratio, reserve development, and premium growth by line. For technology, headcount commentary and any stated efficiency target. Note consent orders and regulatory actions. Walk into every meeting already knowing which business line the company is trying to grow and what is in its way.

2. Hypothesis Construction Translate business context into a specific, falsifiable hypothesis about the client's talent constraint before any outreach. Name which growth levers are blocked, and by what, precisely.

3. Hypothesis-Led Validation Run meetings designed to test the hypothesis directly with the client. Ask questions that confirm or disprove the thesis in real time. The goal is a diagnosis the client agrees with, reached together. Build the Case

4. Process Mapping Decompose the client's hiring workflow into current-state swim lanes. Identify handoffs, SLA breaks, and bottlenecks.

5. Hypercell Design Define a discrete, outcome-scoped Phenom deployment tied to a specific talent problem. Here that reads like "commercial underwriter, middle market, two regions, 75-day fill" or "licensed financial advisor, branch network, one state, tied to a stated expansion." Each hypercell has a defined job title, location, and job family, a named constraint, and a measurable result.

6. Financial Modeling Quantify the cost of the client's current constraint using the numbers this industry already tracks: revenue or premium per producer per month of vacancy, book of business at risk on an unfilled seat, cost of a delayed licensing cycle, cost per hire against internal fill cost, agency and contract spend in engineering, and audit or adverse-impact remediation exposure. Put a number on the problem before the proposal lands. Close the Engagement

7. Executive Communication Translate operational talent problems into board-level language. Write and speak at the altitude of a CHRO, CPO, or CFO.

8. Outcome Architecture Define success (metric, baseline, target) before the engagement begins. Tie every deliverable to that measurable outcome.

9. Engagement Orchestration Map the buying committee: economic buyer, champion, and any blockers. Expect the CHRO, the business line head who owns the revenue, and a risk, compliance, or procurement stakeholder with the ability to stop the deal. In technology, the CFO's efficiency mandate is frequently the real buying trigger rather than the hiring problem itself. Underlying Capabilities Critical Thinking Challenges own assumptions before the client does. Deep Research Synthesizes accounts before any outreach is sent. LLM Fluency Uses AI to compress prep time and sharpen hypotheses. Structured Writing Memos and briefs that earn credibility on paper. Pattern Recognition Applies cross-account learning to new pursuits. Intellectual Curiosity Genuinely wants to understand how businesses work. Data Literacy Reads workforce dashboards, reasons from trends. Competitive Intelligence Knows Eightfold, Beamery, Avature, and Workday cold, plus the industrial and life sciences staffing firms and workforce management incumbents already inside these accounts. Operating Mindset Think like a Consultant. Diagnose before prescribing. Lead with insight. Diagnose like a Physician. Identify root causes, not symptoms. Map the constraint before naming the fix. Build like an Architect. Design the solution before proposing it. Precision over comprehensiveness. Communicate like a CFO. Translate everything to financial impact. Give the executive a one-sentence version of the model.

What we're looking for Required

• 7+ years doing at least one of the following: Fortune 1000 consulting in HR; leading a talent acquisition or talent management team; selling recruitment process outsourcing (RPO); or selling client-facing talent technology
• A track record in complex, multi-stakeholder engagement cycles
• Experience gaining access to senior leadership and developing ongoing growth opportunities
• Experience engaging CHROs, CPOs, or CFOs
• Bachelor's degree or equivalent demonstrated capability

Preferred, not required

• Financial services, insurance, or technology background
• Comfort selling through compliance, risk, and procurement stakeholders
• HR tech or talent acquisition experience
• Prior consulting, banking, or operator background (super helpful)

How success is measured Primary

• Pipeline generated: qualified enterprise opportunities sourced and advanced.
• New customers onboarded: new logos signed and live.

Leading Indicators

• Executive access: documented CHRO, CPO, or CFO conversations per target account.
• Diagnostic accuracy: how often the pre-outreach hypothesis holds up when tested with the client.
• Business case quality: engagements carrying a client-validated financial model.

Salary

• Expected salary range $120,000 – 150,000

Please note the Salary range is subject to change in the future in accordance with Phenom’s Benefits We want you to be your best self and to pursue your passions!

• Benefits/programs to support holistic employee health
• Flexible hours and working schedules
• Growing organization with career pathing and development opportunities
• Tons of perks and extras in every location for all Phenoms!

Diversity, Equity, & Inclusion Our commitment to diversity runs deep! Diversity is essential to building phenomenal teams, products, and customer experiences. Phenom is proud to be an equal opportunity employer taking collective action to build a more inclusive environment where every candidate and employee feels welcomed. We recognize there is more to be done. Our teams are committed to continuous improvement until these powerful ideas are ingrained in our culture for Phenom and employers everywhere! #LI-LR1