Director - Major Incident & Problem Management

Cencora, previously known as AmerisourceBergen, is a leading global pharmaceutical solutions organization centered on improving lives. Ranked #21 on the Global Fortune 500, our team members are united in our responsibility to create healthier futures. Our Shared Service Center in Lithuania is experiencing rapid growth and we have many diverse and exciting roles in Customer Service, Operations, IT, Finance and HR.  Join us and make a positive impact on human and animal health.

Cencora's infrastructure organization is transforming to a product-based operating model in which product teams build and run what they own (“You Build It, You Run It”). Two capabilities make that model safe at enterprise scale: Major Incident Management, which commands the response when critical services fail, and Problem Management, which makes sure nothing is learned twice the hard way. The Director, Major Incident & Problem Management builds and leads both. The goal is unambiguous: build a world-class capability that drives accountability across product teams and lifts the stability of Cencora's IT and OT environments, so our customers experience best-in-class service.  During the worst hours — a distribution center offline, a critical platform degraded — your commanders run the bridge, coordinate the responding teams, and own communication to executives, while engineers stay free to restore service. Your problem managers turn every major and every recurring incident into closed actions, published workarounds, and measurable recurrence reduction. You will define both practices from the ground up, staff them, and run them as a single learning loop: command the incident, learn comprehensively, chase the fix to closure, prevent the repeat.

Major incident command  Build and lead the major incident command function: staff and train commanders, define the team structure and support model, and guarantee a commanded bridge for every declared major, around the clock.  Own the end-to-end major incident lifecycle: declaration against agreed criteria, bridge command and swarming coordination, executive and stakeholder communications, formal closure, hypercare and preliminary root cause announcement within first 12 hours and a complete handoff into problem management within 48 hours.  Keep command separate from troubleshooting: commanders drive decisions, timelines, and communications; technical teams restore service, supported by AI-assisted investigation and cross-product correlation on the bridge.  Maintain and drill the major incident procedure (severity matrix, escalation trees, communication templates) and run readiness exercises with the teams who restore service.  Problem management  Build and lead the problem management practice covering both reactive problem work (from majors and recurring incidents) and proactive problem work (trend analysis, defect and vulnerability intake, prevention).  Chair problem reviews; drive prioritization of corrective actions into the owning teams' backlogs and chase them to verified closure, escalating chronic non-closure to the accountable leadership.  Own the known-error database and workaround lifecycle: validated, published workarounds that feed frontline operations and AI self-service.  Enforce the change-management linkage: permanent fixes route through change control with documented cost-benefit; explicit, communicated risk acceptance when a problem is deliberately not fixed.  Champion blameless, comprehensive post-incident reviews using structured techniques (5 whys, events & causal factor analysis, change analysis, barrier analysis) — examining triggers, impact amplifiers, and duration factors, not a single root cause.  Leadership and improvement  Lead the transformation: own the roadmap that takes Cencora from today's practices to world-class major incident and problem management across IT and OT — with deliberate change management (communication, training,