Omnichannel Consumer-Health Growth Portfolio Director

The mandate

A consumer-health group has accumulated a pharmacy loyalty programme, practitioner portal, symptom-led content estate, marketplace operation and young direct-to-consumer business, each with its own roadmap and definition of a customer. Revenue is growing, but paid acquisition has become more expensive, repeat purchase is uneven and product teams cannot trace which digital interactions lead to appropriate use, retailer demand or avoidable medical enquiries. The board has created one permanent portfolio seat to turn these assets into coherent regulated propositions rather than another layer of channel coordination.

The director will hold continuing accountability for an annual product, media and change portfolio of approximately ₹210 crore. The remit spans non-prescription medicines, nutrition and evidence-backed wellness propositions across consumer discovery, practitioner recommendation, pharmacy fulfilment, post-purchase support and consented relationship development. It requires product judgement, commercial discipline and regulatory fluency in equal measure: the strongest conversion idea cannot proceed if its claim, targeting logic or post-market signal handling cannot withstand review.

Within twelve months, the board expects four priority journeys to operate against one customer and product measurement spine; at least 95% of committed regulatory releases to land on their agreed date; qualified digital conversion to improve by 200 basis points; and twelve-month repeat purchase within the selected portfolios to rise by six percentage points without higher complaint or adverse-event rates. Customer-acquisition cost must decline by 12% after channel mix and promotion effects are normalised. Two new propositions should reach scaled release in at least eight major urban markets with documented evidence that fulfilment, medical information and pharmacovigilance capacity can absorb demand.

The appointee may set portfolio sequence, stop a launch whose evidence is incomplete, redistribute approved investment among workstreams within a ₹15 crore annual tolerance and appoint direct reports inside the agreed organisation. New therapeutic claims, entry into a prescription category, acquisition or disposal of a brand, use of sensitive health data beyond approved purposes, and total investment above the sanctioned envelope require the appropriate executive or board forum. Regulatory, quality and medical leaders keep independent approval rights; the director cannot trade those controls for a commercial deadline.

This is an enduring operating role, not a first-year programme that disappears after the channel reset. After the initial measures are achieved, the director will own successive proposition cycles, portfolio economics, digital capability and leadership succession. Manufacturing network design, clinical-trial sponsorship and field-force compensation sit outside the role, although their constraints must be represented honestly in portfolio choices. Success depends on making trade-offs visible, not on forcing every consumer-health brand into the same journey.

Why this seat is open

Channel investment previously reported through brand, sales and technology executives, leaving no one accountable for the combined consumer outcome or the capacity consumed across functions. A recent growth review found duplicated acquisition spend, conflicting release priorities and weak follow-through from digital discovery to repeat use. The permanent appointment gives the chief consumer-health officer a single portfolio counterpart while preserving independent medical, quality and regulatory decisions.

What you will own

• Reconstruct the portfolio around observable consumer needs and regulated product pathways, retiring roadmaps that exist only because a channel or brand has separate funding.
• Decide investment sequence across discovery, content, practitioner referral, pharmacy, marketplace and direct fulfilment using contribution, conversion, repeat use, control effort and service capacity.
• Establish a release council whose evidence joins claim approval, consent, accessibility, fulfilment readiness, medical-information demand, adverse-event capture and rollback preparation.
• Launch two scaled propositions through controlled market waves, using cohort evidence to distinguish genuine adoption from discount-led trial or paid-media attribution noise.
• Connect product telemetry, retailer sell-through, customer-care contacts and safety signals so executives can see when apparent digital growth creates downstream friction or risk.
• Renegotiate the operating compact between brand, product, engineering, growth, regulatory and channel teams, including who may stop, defer or narrow a proposition.
• Build successors for portfolio, growth and product leadership while replacing agency-dependent knowledge with governed internal capability and durable vendor accountability.

Candidate qualifications

• Directed a regulated digital portfolio worth at least US$20 million or ₹150 crore, with personal accountability for product releases, growth economics and cross-functional capacity.
• Expanded a digital proposition into at least eight markets or major territories and can separate revenue lift, acquisition quality, conversion movement and durable customer retention.
• Integrated physical and digital journeys in consumer health, diagnostics, insurance, financial services, telecommunications or another sector where claims and customer treatment are controlled.
• Led distributed product, engineering and business teams through regulatory releases without creating a parallel compliance programme detached from portfolio governance.
• Used funnel and cohort evidence to stop, redesign or resequence a senior-sponsored proposition, then measured the commercial and customer outcome after intervention.
• Governed cloud, data, platform-resilience and third-party dependencies at executive level rather than treating technology delivery as a schedule reported by programme managers.

Non-negotiables

• Will be based in Mumbai under a three-days-per-week office pattern and travel to the Bengaluru product hub and priority launch markets when evidence reviews require it.
• Has held decision authority over a material digital portfolio; advisory-only, marketing-only or programme-reporting experience will not meet the mandate.
• Can evidence compliant growth in a regulated proposition, including the control that was protected when a revenue or launch target came under pressure.
• Will complete healthcare-sector conflicts, integrity and data-handling diligence before receiving product, consumer or post-market surveillance information.

1. 49 words maximum. Name the largest digital portfolio you controlled, its annual investment, market count and the measurable movement in revenue, acquisition or conversion.
2. 49 words maximum. Describe a regulated proposition you delayed or narrowed because launch evidence was inadequate. What changed before release?
3. 49 words maximum. Which omnichannel measure best distinguishes repeat consumer value from promotion-led volume, and how have you operationalised it?