This role is field-based, and candidates should live within a reasonable distance of the primary city. 

Candidates may live in the following cities:

• United States - nationwide

The Director, Field Reimbursement leads the national buy-and-bill FRM teams, supporting Oncology and Specialty, responsible for field-based access, reimbursement, and affordability support across HCP-administered, physician-dispensed brands. This role is accountable for enterprise team performance, the quantification of FRM-driven business impact, and building an organization capable of scaling. 

This is a leadership position operating at the intersection of field execution, market access strategy, and commercial performance. The Director owns the performance framework that translates FRM activity into measurable business value, influences senior stakeholder decisions with insight and data, and directly leads the Associate Directors managing distinct therapeutic area teams.

The right candidate brings enterprise thinking, has led, built or significantly scaled high-performing organizations, and can hold a seat at the table with Market Access, Commercial Brand, and Patient Services leadership.

Responsibilities: 

• Strategic Leadership & Enterprise Alignment
  • Set the vision, operating model, and execution priorities for both the Oncology and Specialty FRM teams, aligned to brand strategy and patient access goals.
  • Serve as the FRM leader for internal stakeholders — including VP/C-suite — translating field performance into strategic insight.
  • Own the FRM value story: define, build, and maintain a measurement framework that quantifies team impact on patient impact, access velocity, pull-through, and patient starts.
  • Actively partners with Market Access, Patient Services, Sales, and Medical Affairs to integrate FRM execution into broader commercial strategy.
  • Lead cross-functional alignment on access barriers, payer dynamics, coding/billing changes, and site-of-care issues across therapeutic areas.
• Performance Management & Business Impact Measurement
  • Define and own KPIs (execution and performance specific to the brand/TA) for the FRM teams
  • Build a reporting infrastructure — in partnership with analytics and operations — that ties FRM activity to downstream patient outcomes.
  • Present performance data to senior leadership in regular business reviews; make the case for team investment using outcome-based evidence.
  • Identify and close gaps in current measurement capability; challenge the organization to build upon the activity metrics by adding meaningful impact metrics.
• Team Leadership & Organizational Scaling
  • Lead, develop, and hold accountable the Associate Directors overseeing distinct TA-specific FRM teams.
  • Build the talent pipeline, hiring model, and onboarding infrastructure necessary to support a 3x headcount expansion over 36 months. Identify and develop succession candidates at the AD and FRM levels
  • Establish development pathways for the FRMs, reflecting the distinct reimbursement complexity and customer dynamics of buy and bill products.
  • Drive a high-performance culture anchored in accountability, compliance, and customer-centricity.
• Field Execution & Compliance Oversight
  • Ensure teams provide consistent, compliant, and differentiated reimbursement support — covering coding, coverage, billing, buy-and-bill mechanics, patient affordability, and product acquisition.
  • Maintain current expertise in Medicare Part B, buy-and-bill reimbursement models, payer policy evolution, and specialty product distribution.
  • Ensure FRM operating procedures and field activities comply fully with applicable regulations, AbbVie policies, and MLR-approved ways of working.
  • Escalate systemic access issues and emerging payer trends to senior leadership and cross-functional partners with actionable recommendations.
• Pipeline Readiness & Launch Excellence
  • Partner with Medical Affairs, Market Access, and commercial brand teams to prepare both FRM organizations for pipeline launches.
  • Build the access infrastructure, training, and FRM deployment models to support new indication launches, new modalities (ADCs, gene therapies, etc.), and geographic expansion.
  • Anticipate reimbursement complexity for pipeline assets; influence launch planning before payer strategy is finalized.