Drug Trend Management Pipeline Development Senior Manager

Job Description A bit about this role: As the Drug Trend Management Pipeline Development Senior Manager , you work a standing book of drug cost, safety, and integrity opportunities across Part B and Part D. Every item in it is a pattern across a group of members, and your job is to dig in and figure out which ones are worth solving for. You work out whether the pattern is real, what the opportunity is worth, whether anyone is already on it, and what kind of problem you're looking at. The ones that hold up, you build a case for. The ones that don't, you kill fast, with evidence, and move on. Questions you may find solutions to include: How do you tell a real pattern from an artifact of how the data was pulled, and what is enough evidence to kill an opportunity and move on with confidence? When a Part B buy-and-bill pattern and a related Part D dispensing pattern point at the same problem, how do you see them as one opportunity instead of two unrelated findings? How do you tell a fixable waste pattern apart from a bad actor early enough that one goes to a policy fix and the other goes to investigation? You are the analytical backbone that stitches a set of organizational capabilities into one response. Few people will see the whole board the way you do. A pattern that holds up might call for a utilization management (UM) criteria change, a policy update, new claim edit, coordination with our PBM or network partners, or a referral to the special investigations unit (SIU). Working out which lever fits, and making the case to the colleague who holds it, is what turns a finding into impact. The sharpest people in this seat notice what the book failed to surface and shape the future detection capabilities. You will report to the Director, Clinical Pharmacy.  Responsibilities and Impact will include: Work the book. Evaluate surfaced opportunities one at a time. Pressure-test the signal: is the pattern real or an artifact of how the data was pulled, is the population correctly defined, is the spend real (net of rebate and net of what we already control), is something already in flight against it? Build the clinical and financial case. For opportunities that survive, assemble the clinical rationale (labeling, compendia, guidelines, comparative efficacy, safety and member-impact considerations) alongside the financial characterization. This is the depth we are hiring for. It is what makes an opportunity credible to the person who has to act on it. Form the hypothesis and find the owner. Characterize what kind of problem you are looking at and propose where the lever is. Then bring it to the function that holds that lever and make the case. You are not routing work to obligated recipients; you are convincing colleagues that there is something here worth their capacity. Flag dual- or multiple-natured opportunities rather than forcing them into one lane, and know before you walk in what UM, payment integrity, or SIU each need…