Chief Revenue Officer

Strategic Imperatives

Drive Enterprise Growth

• Own commercial execution against Omada’s long-range growth ambitions, with accountability for near-term performance and durable long-term scale.
• Build and execute plans that support significant increases in covered lives, enrollment, revenue, and market penetration over time.
• Anticipate execution risk early and build contingency plans that preserve momentum when market conditions, policy dynamics, or operating assumptions shift.

Create and Expand Markets Aggressively

• Expand Omada’s presence across health plans, PBMs, employers, Medicare, government, health systems, and other strategic growth channels.
• Independently drive payer and employer sales to consistently deliver on and exceed ambitious enrollment and revenue targets.
• Pioneer new channels, business models, and growth pathways that can accelerate Omada’s scale and market reach.

Lead Market Access Strategy

• Own the commercial strategy to expand access through Medicare and other strategically important channels.
• Build payer advocacy coalitions and partner with the executives on government affairs and market access priorities that can unlock growth at scale.
• Navigate the intersection of regulatory requirements, policy developments, and commercial execution so market access strategy remains ahead of business needs.
• Drive government and enterprise sales through self-insured and fully insured employer segments, as well as other large-scale access pathways.

Key Responsibilities

Commercial Planning, Sequencing & Investment Strategy

• Build and own a multi-year commercial plan that maps specific capabilities, channels, and investment levers to Omada’s growth priorities.
• Sequence commercial investments with discipline and judgment—partnering with the B2C leader to determine when to invest in direct-to-consumer efforts, brand marketing, channel partnerships, and field expansion.
• Translate long-term growth ambitions into a living operational blueprint that identifies which capabilities, infrastructure, brand assets, and market conditions must be built in advance.
• Manage the tension between front-loaded investment and financial sustainability, making phased bets that are measurable, defensible, and adaptable as market signals evolve.
• Partner with the B2C leader to architect the interplay between B2B sales execution, B2C awareness, consumer marketing, digital acquisition, and channel strategy to improve conversion and enrollment over time.
• Continuously reassess and adapt the plan as market conditions, competitive dynamics, and P&L realities evolve—this is not a static roadmap, but a dynamic operating model.

Commercial Leadership, P&L Ownership & Execution

• Lead the entire commercial organization, including all direct and indirect reports, with full P&L ownership and budget authority over commercial investment decisions.
• Set the agenda, identify the ways and means to achieve targets, assign accountability, allocate resources, and make final decisions on commercial resourcing.
• Push the team to achieve and exceed ambitious growth targets while building operating discipline and predictability.
• Set best-in-class standards with bold decision-making, always looking for ways to improve the team, the organization, and Omada’s competitive position.
• Operate with a high degree of autonomy, requiring minimal oversight given the breadth and criticality of the role.

Organizational Build-Out and Talent and Culture Strategy

• Build the commercial organization required for Omada’s next stage of scale, recognizing that future growth will demand different capabilities, structures, and systems than today.
• In partnership with HR, drive talent acquisition, organizational redesign, and the creation of new functions as the company scales.
• Establish clear performance management and calibration standards that build a strong culture and attract world-class commercial talent.
• Redesign the organization, processes, and systems as the company evolves—this is continuous transformation, not a one-time build.
• Integrate AI throughout the commercial organization in ways that create tangible productivity gains and measurable financial impact.

Strategic Decision-Making and Risk Ownership

• Make timely, high-quality decisions with sound judgment in a business where sequencing, speed, and quality of execution matter deeply.
• Listen effectively to stakeholders, then make decisive calls on strategy and execution without delay.
• Take calculated risks both big and small, demonstrating a clear instinct and drive to win and set market standards.
• Own commercial risk management and build contingency plans for periods of heightened execution complexity.
• Establish the commercial team’s AI strategy to drive growth and improve internal operations in measurable ways aligned to financial targets.

Clinical-Product-Commercial Integration

• Partner deeply with Product and R&D to develop market feedback loops shape product value propositions and inform roadmap priorities based on business needs, customer requirements, and market competitiveness.
• Drive the integration of GLP-1 support, clinical protocols, and engagement design into the commercial value proposition.

Cross-Functional Partnership and Enterprise Leadership

• As a standing member of Executive Leadership (EL), work effectively with EL team members to define long term strategy, resources, culture, and priorities.
• Take an enterprise-first mentality and help other executives arrive at the right choices for the company—not just advocate for the commercial organization.
• Drive change across the commercial team and broader business to optimize processes for a growing and scaling organization.
• Oversee systems and technology needs to enable commercial success at scale.

Required Qualifications

Experience & Track Record

• 15+ years of commercial leadership with demonstrated experience scaling organizations through order-of-magnitude growth, not just incremental expansion.
• Track record in healthcare, digital health, or health services where clinical outcomes and commercial success are intertwined.
• Proven success in payer and employer sales, including Medicare and large self-insured accounts, with experience navigating regulatory-dependent market expansion.
• History of building commercial organizations from earlier-stage to large-scale—not just inheriting mature teams.
• Experience managing complex, multi-year commercial transformations where early decisions materially shape long-term performance.

Leadership Profile

• Bold, decisive leader with a bias toward action and a track record of making high-quality decisions under uncertainty.
• Strong fit with and belief in Omada’s values.
• Natural pioneer who has opened new channels, created new business models, and entered markets that did not previously exist.
• Strong enterprise mindset with the ability to influence peers, drive cross-functional alignment, and put the company first.
• Proven ability to set best-in-class standards and continuously raise the bar on organizational performance.
• Clear instinct and drive to win, with demonstrated ability to push teams beyond what they believed possible.

Strategic, Operational & Planning Depth

• Deep understanding of value-based care, outcomes-based contracting, and healthcare economics.
• Experience at the intersection of commercial strategy and health policy, including government affairs or payer advocacy.
• Demonstrated ability to build phased, multi-year commercial operating plans that sequence capability investments, channel activation, and market-shaping initiatives against financial constraints.
• Experience orchestrating the interplay between enterprise sales and consumer marketing, understanding how brand investment and direct-to-consumer motions can lift B2B conversion and enrollment.
• Track record of making investment timing decisions that balance aggressive growth ambitions with P&L discipline.
• Sophisticated risk management capabilities—able to build contingency plans while executing ambitious targets.
• Strong systems thinking with the ability to identify and implement enabling technologies and processes for a scaling organization.
• Expertise in performance management, resource allocation, and organizational design through multiple stages of growth.