DIRECTOR, FINANCE BUSINESS PARTNER (HYBRID)

The Director, Finance Business Partner is a senior strategic advisor accountable for shaping financial performance, decision quality, and value creation across the Payer portfolio, including Insurance, Benefits Administration, Third Party Administration, and Claims Adjudication. Operating at the intersection of strategy, performance, and finance, this role partners closely with the EVP and senior leaders to frame decisions, challenge assumptions, assess trade-offs, and align priorities to enterprise objectives . The role brings an enterprise-wide, forward-looking perspective—connecting pricing, claims trends, margin, cost, risk, and reinsurance considerations to strategic choices and performance outcomes. Success in the role requires strong business judgment, influence, and the ability to translate complex financial and insurance insights into clear actions, accountability, and measurable outcomes. Success is measured through stronger decision support, improved financial and insurance performance, earlier visibility to risk and opportunity, and sustained performance improvement across the portfolio. Key Responsibilities Strategic Advisory Decision Support Serve as a trusted advisor to the EVP and senior leaders, shaping decisions through insight, challenge, and clear articulation of trade-offs across growth, margin, cost, and risk. Financial Insurance Performance Leadership Lead planning, forecasting, performance management, and business insight across the portfolio, with a strong focus on pricing, claims trends, margin drivers, cost discipline, operational efficiency, and reinsurance implications. Performance Improvement Value Creation Identify and advance actions that improve performance and value realization, including business cases, scenario analysis, productivity opportunities, and disciplined follow- through on results. Governance, Integration Operating Rhythm Embed financial discipline, transparency, and integrated planning into leadership routines and governance forums, ensuring decisions are informed by sound analysis, clear accountability, and enterprise priorities. 5. Early Day Objectives Outcomes Establish a clear performance baseline and strengthen visibility into the financial and insurance drivers that matter most, including pricing, claims trends, margin, cost, and risk Improve forecasting, decision support, and leadership insight by aligning financial analysis more closely to business realities and emerging trends Identify and begin advancing priority actions that improve performance, sharpen accountability, and support value creation across the portfolio 6. Decision Authority Scope Leads financial planning, performance insight, and strategic advisory across the assigned portfolio, shaping priorities, targets, and decision frameworks Influences enterprise decisions through structured insight and challenge, while execution accountability remains with business leaders 7. People Leadership No direct reports initially Leads through influence in a complex, matrixed environment, building strong partnerships across business lines and functions.