Director Agentic Talent Programs, Healthcare

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, Industrial & Life Sciences Talent Programs is a client-facing, revenue-accountable role on Phenom's enterprise team. The Director runs point on strategic account engagements with industrial manufacturers, pharmaceutical companies, biotech, and medical device makers. 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 Healthcare

• Production capacity is people-gated: a new line, shift, or plant does not start until it is staffed. A delayed start does not compress, it pushes revenue into the next quarter.
• Maintenance and skilled trades vacancy shows up as downtime: unplanned downtime already has a known cost per hour inside these companies. That makes the financial model unusually easy to build and unusually hard to argue with.
• Site launches concentrate demand: hundreds of hires in one geography inside one window, frequently in a labor market that cannot supply them without a different approach.
• In pharma and biotech, hiring is gated to milestones: regulatory approval, phase transitions, and tech transfer to commercial manufacturing each trigger a hiring wave with a hard date. Miss the staffing date and you compress the launch window, which is where the revenue is.
• Time-to-productive is longer than time-to-fill: GxP-regulated and qualified roles carry training and qualification cycles after the offer is signed. Filling the seat is not the same as having the capacity.

What you'll actually do

• Research target companies (capital expenditure plans, site and plant expansions, regulatory milestones, and clinical pipeline stage) 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, quarterly calls, capital expenditure announcements, plant and site expansion news, FDA approvals and PDUFA dates, clinical pipeline stage, and tech transfer plans. For industrials, read the segment margin discussion and any commentary on labor availability or downtime. Walk into every meeting already knowing what capacity or launch commitment the CEO has made this year.

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 "maintenance technician, second shift, three plants in the Southeast, 60-day fill" or "manufacturing associate, new commercial site, 400 hires across two quarters, tied to a launch date." 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: cost per hour of unplanned downtime attributable to maintenance vacancy, delayed line or site start-up cost, contribution margin per unit not produced, launch-window revenue at risk, contractor premium over direct labor, and time-to-productive on qualified roles. 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. The COO or VP of Manufacturing owns the consequence, the CHRO owns the process, and the CFO funds it. In pharma, add the commercial launch leader carrying a dated revenue commitment, who is often the fastest path to urgency. 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

• Manufacturing, life sciences, or industrial background
• Comfort with plant operations, shift structures, and regulated hiring environments
• 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.

Compensation

• $250,000 - $300,000+ OTE

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!

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