Vice President, Head of Oncology Program Management

Role Summary

The Head of Oncology Program Management leads the development and execution of a program management organization responsible for end-to-end delivery of Pfizer's Oncology portfolio—from early research and lead development through clinical development, commercialization, and eventual loss of exclusivity. Overseeing a team of senior Program Management Team Leaders and approximately 50 Global Program Managers across global sites, this leader ensures the effective cross-functional integration of strategy, operations, and execution.

In close partnership with Early and Late Development, Clinical Operations, Regulatory, Commercial, Pharmaceutical Sciences, Global Access, and other senior stakeholders, the Head of PM is accountable for achieving key portfolio milestones including FIH, SOCA, POC, pivotal study starts, regulatory submissions, and approvals. This role provides strategic and operational leadership to continuously enhance drug development processes, standards, and execution excellence, ensuring that oncology medicines progress efficiently and successfully through the pipeline.

• Deliver quality supervision, performance management, and personal development for GPMs.
• Provide mentorship and leadership development for the PM Group leads (people leaders).
• Ensure GPMs have strong leadership, project management skills and competencies to successfully drive delivery of assets from LD to LOE.
• Recruit, retain, and develop top talented qualified Program Management staff.
• Coach GPMs to drive decision making that maximizes business value culminating in high quality strategic and operational delivery within budget constraints.
• Accountable for the performance of GPMs.
• Establish and clearly communicate the standards for quality of the Asset PM deliverables.
• Determine PM P2L training curriculum, endorsements, and ensure compliance.
• Ensure compliance with all Asset PM colleagues with Pfizer policies and standards and local laws and regulations.
• Develop PM department vision; align and motivate staff around PM and broader enterprise vision.
• Central point of accountability and SME for key PM areas of expertise, providing leadership, mentoring, and process improvements. Examples include but not limited to:
  Risk Management, Submissions, Business Development, Alliance Management, Early Development, End to End Development roadmap, Team Health.
• Develop, evolve, and implement PM competency and capability model.
• Develop and evolve PM roles, accountabilities and working practices to drive consistent high quality.
• Develop onboarding program and materials for new hires/integrations.
• Network across PM groups within Pfizer and the industry to share best practices and innovate industry leading PM practices.
• Establish and maintain effective interfaces among Partner Line Leaders to drive program delivery and initiatives across the category. Resolve line conflicts that escalate beyond PM.
• Partner and guide China and Japan Category PM Leadership to enable inclusion in global programs.
• Partner with Early/Late-stage Team Leadership to optimize team performance (e.g., define Global Product Team operating model, decision rights, lead team health assessments process, etc.).
• Broker agreements with functional line and product team leadership to prioritize and ensure optimal FTE resourcing on teams. Determine GPM allocation to support delivery of portfolio, including algorithm development.
• Lead across functional lines and leaders to define metrics and improve drug development strategies/processes to support Enterprise Blueprint goals and effectively progress all assets in the portfolio.
• Partner to define and simplify cross functional processes such as Individual Product Plans/Clinical Development Plans, etc.
• Category operational leader accountable for delivery of all major asset milestones within the category (FIH, SOCA, POC, Pivotal Start, Submission, Approval) and driving reduction in timeline and increase in value.
• Partners with leadership to stand up organizational construct and advance portfolio; may include governance, TA strategy development, etc.
• Serves as the central point of accountability between Oncology PM and PRD…