Director Agentic Talent Programs, Healthcare

Limelight Health; United States; On-site; USD 180,000 - 260,000; Full time

Job summary

Phenom is an applied AI company delivering an orchestration layer across the talent lifecycle. The Director, Industrial & Life Sciences Talent Programs will own revenue-generating, executive-facing engagements with industrial manufacturers, pharma, biotech, and medical device companies.

You will diagnose talent constraints, build financial models, and design Phenom solutions that unlock growth, partnering with CHROs, CPOs, and CFOs.

Qualifications

• Experience researching capital expenditure plans, site expansions, regulatory milestones, and clinical pipeline stages.
• Ability to build a documented hypothesis on talent constraints blocking growth priorities.
• Experience engaging CHROs, CFOs, and senior executives to move engagements forward.

Responsibilities

• Research target accounts before outreach and build a validated hypothesis about talent constraints.
• Open executive conversations with targeted, data-driven insights.
• Lead meetings to test the hypothesis and reach a shared diagnosis with the client.
• Map current-state hiring processes to identify bottlenecks and quantify impact.
• Build a financial model showing cost of constraints and drive stakeholder alignment.
• Drive engagement through the full new client cycle from contact to contract.
• Leverage AI/LLM tools to accelerate research and sharpen analysis.

Skills

Business Intelligence

Hypothesis Development

Executive Engagement

Job description

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

01. 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.

02. 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.

03. 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