Sr. Manager, Business Development Operations

About this role

McKesson is an impact-driven, Fortune 10 company that touches virtually every aspect of healthcare. We are known for delivering insights, products, and services that make quality care more accessible and affordable. Here, we focus on the health, happiness, and well-being of you and those we serve – we care.

What you do at McKesson matters. We foster a culture where you can grow, make an impact, and are empowered to bring new ideas. Together, we thrive as we shape the future of health for patients, our communities, and our people. If you want to be part of tomorrow’s health today, we want to hear from you.

This role offers location flexibility and is open to candidates across the United States.

Candidates based in the Dallas–Fort Worth (DFW) area will be hired in a hybrid capacity and are expected to work onsite at our Las Colinas office a minimum of two (2) days per week, with the remaining days worked remotely. Specific in ‑ office days may be designated based on team needs and business priorities.

About the Role:

The Strategic, Community, and Specialized Pharmacy (SCS) segment represents McKesson’s sales and account management teams serving a diverse set of pharmacy customers — spanning traditional brick-and-mortar to digitally native entrants, strategic accounts / large retail chain and grocers, independents, as well as its community pharmacy franchise and payer solutions.

Reporting to the Senior Director of Business Development Operations, this role is for a highly structured, strategically-minded operator who can take market and customer intelligence to define growth levers (market research from direct customer feedback, external intel, and internal data) for our businesses and identify and prioritize growth opportunities, provide sales leaders the insights to focus their effort, shape how we tell the value story, and work with the enterprise to build and maintain the business development processes and operational backbone that carries an opportunity cleanly from lead generation/first contact through onboarding. You’ll sit at the intersection of Sales, Sales Operations, Account Management, Marketing, Strategy, Pricing, and across various McKesson Business Units — translating a complex market into clear priorities and repeatable process.

The work spans the full business development continuum — from translating “where to play” and “how to win” strategies to define targeted growth plans, through shaping how we win it, to building the operating discipline (people, processes, technology) that makes it repeatable. You’ll operate as a hands-on individual contributor who works independently with minimal supervision, operates with autonomy (while fostering collaboration) in shaping the objectives of each initiative, and anticipates change to direct or redirect effort — influence here comes from strategic thinking, trusted relationships, and the ability to lead without authority to advance the work across teams.

What You'll Do:

Define the growth strategy   • Map the growth levers.  Define the full set of growth levers across the SCS sub-segments — which customer types, key attributes, channels, and plays driving expansion, and how each contributes to the segment’s growth equation.

• Direct where to focus within the market.  Translate the levers into a clear point of view where sales leaders should focus (net-new vs grow share of wallet), to concentrate efforts on the highest-value prospects and plays rather than spreading thin.

• Frame complex decisions and strategic choices.  Develop resolutions to complex, high impact business challenges by structuring ambiguity into clear hypotheses, workplans, and decision paths. Exercise sound judgement within broad organizational guidelines and practices to evaluate alternatives, articulate explicit trade-offs, and recommend actionable strategies. Ground recommendations in a deep understanding of pharmaceutical economics, reimbursement dynamics, and the drivers of value creation and growth across the pharmacy ecosystem to position the business for long-term success.

• Solve alongside the business.  Prepare and run productive problem-solving sessions with business partners; engage stakeholders in joint problem-solving rather than delivering conclusions to them.

Map the sales lifecycle and size the opportunity • Map the current state.  Build the current-state map of the sales lifecycle stage by stage — lead generation and scout, qualify, prioritize and tier, pursue and develop, deal strategy, contract and pricing, onboarding readiness, grow share of wallet/farming strategies, and renewal — documenting how each stage works today, where it breaks, and what it costs us in people, tools, resources, and process/handshakes.

• Size the opportunity.  Translate the gaps into quantified value — revenue at risk, share of wallet loss, velocity lost, margin leaked, and effort misapplied — so the output is a ranked set of opportunities that tells the business where to play first, rather than a list of friction points.

• Define the future state and close the gaps.  Turn the ranked gaps into a future-state design with named owners, decision rights, and a sequenced path to close them; route what BDO doesn’t own to the right teams — turning friction points into fixed, owned process.

• Make the mapping repeatable.  Stand the approach up as a method the segment can run across sub-segments and refresh as a recurring effort and in alignment with market moves.

Shape the value story, across Marketing and key NAPS business units   • Tell the value story.  Partner with Marketing and across key Business Units to define how we articulate McKesson’s value to each sub-segment and target customer — the differentiated message, proof points, and positioning that resonate with distinct customer types.

• Keep the story aligned.  Ensure the value narrative is consistent from first touch through the sales conversation in every stage of lifecycle.

• Carry the value story in

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