Director, Front Store Pricing

We’re building a world of health around every individual — shaping a more connected, convenient and compassionate health experience. At CVS Health®, you’ll be surrounded by passionate colleagues who care deeply, innovate with purpose, hold ourselves accountable and prioritize safety and quality in everything we do. Join us and be part of something bigger – helping to simplify health care one person, one family and one community at a time.

Summary The Director of Pricing leads pricing strategy for one or more business units. The role is positioned as a true commercial partner to the merchant organization — sitting alongside DMMs and VPMMs as a co-architect of category strategy, not as a downstream service provider. This Director sets the pricing position, executes against it through a high-performing team, measures the business impact, and is accountable for moving share, margin, and customer outcomes in the categories they own. The role also plays a central part in the ongoing transformation of the pricing function — bringing the merchant perspective into platform and process design, championing new tools and methodologies inside their BU, and helping shift the function from operational service provider to strategic commercial partner.

1. Set and execute pricing strategy in partnership with merchants Co-create category pricing strategy with DMMs/VPMMs: Reg/Net positioning, KVIs, water levels, GBB tiering, brand-tier laddering, zone intent. Translate merchant priorities (share, margin, acquisition, basket) into pricing actions and measurable targets. Lead pricing in category business reviews; present strategy, performance, and changes to merchant leadership. Own WL strategy for assigned categories: competitive panel, benchmarking logic, and Reg/Net movement decisions. Drive pricing through the decision platform (auto-pilot, PM-judgment, escalations) so strategy flows into execution. 2. Measure and own commercial impact Own the BU commercial scorecard: margin, share, KVI acquisition lift, forecast accuracy, basket impact. Set baselines and targets; report progress on cadence to the Executive Director and merchants. Investigate variances; isolate strategy, execution, market, or measurement cause and address it. Mine the audit log and learning loop for overrides, forecast variance, and competitor reactions; feed back into strategy. Turn analytics into commercial narratives merchants can act on: what worked, what didn't, next moves, recommendations. 3. Be a thought partner to the merchant organization Build trust-based relationships with assigned DMMs/VPMMs; be the first call on pricing, not the last. Bring outside-in perspective — competitors, channels, category trends, test-market learnings (Raleigh, Chicago, PNW) — into strategy conversations. Challenge merchant thinking with data; push back when the commercial case doesn't hold. Bring fresh ideas: propose hypotheses, design tests, act on results. Represent the merchant view inside pricing; ensure platform and process reflect category realities. 4. Help transform the pricing function Champion the platform transformation in the BU; drive adoption of new tools, workflows, and protocols with team and merchants. Co-design future-state workflows with the Executive Director and Engg & Analytics; ground platform decisions in real use cases. Pilot new methodologies in assigned BUs before chain-wide rollout; feed back what works and what needs refinement. Retire legacy processes, tools, and workarounds; hold the line against parallel paths. 5. Build and develop the team Lead a team of Sr Managers, Managers, and Analysts; set expectations, give feedback, develop high-potential talent. Set BU operating standards for analysis, merchant engagement, decks, and decision docs. Build development plans for reports; sponsor their visibility with senior merchants. Hire for the future-state model: more commercial and analytical, less administrative