助理副总裁，服务采购

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Services represent one of the organization’s most consequential sources of capability, capacity, transformation and external spend. The Associate Vice President, Services Procurement will lead the enterprise strategy for contingent workforce, outsourcing and offshoring, consulting and clinical services, converting third-party services into measurable business outcomes, workforce agility, operating leverage and sustainable value.
The AVP will serve as the senior Procurement partner to leaders across the Insurance segment and Corporate Services, helping shape operating-model, workforce and transformation decisions before sourcing begins or a supplier solution is selected.
The leader will bring deep expertise in global business services, business process outsourcing, workforce solutions and complex professional services. The mandate is to strengthen business-case quality, establish clear make, buy, build, automate and partner choices, create fit-for-purpose commercial models, manage transitions and hold providers accountable for committed outcomes.
Success will be measured by whether business leaders make better services and workforce decisions, transformations deliver their promised value, and suppliers improve performance and innovation.Key Responsibilities
Serve as the Strategic Services Partner to Business Leaders

• Serve as the senior Procurement relationship leader and trusted commercial advisor to Insurance segment and Corporate Services leadership.

• Develop a deep understanding of business strategy, operating plans, transformation roadmaps, workforce needs and financial commitments, and translate them into integrated services, workforce and supplier strategies.

• Engage upstream of supplier selection to frame the problem, test demand and assess make, buy, build, automate, offshore, outsource and partner alternatives.

• Bring concise, decision-ready recommendations that clarify business outcomes, value, cost, risk, capacity, speed, optionality and organizational implications.

• Create alignment across business, Finance, HR, Legal, Risk, Compliance, Technology and Procurement before material commitments are made.

• Build credibility and operating mechanisms for Procurement to function as an extension of business leadership rather than a downstream execution team.

Lead Enterprise Workforce, Outsourcing and Services Strategy

• Own enterprise category strategies for contingent workforce, outsourcing and offshoring, consulting and clinical services, with clear boundaries and coordination across adjacent functions.

• Build an integrated external workforce strategy spanning employee alternatives, temporary labor, statement-of-work services, managed services, outsourcing and offshore delivery.

• Design location and delivery-model strategies that consider capability, labor economics, automation potential, regulatory and contractual constraints, data access, resiliency, concentration, talent supply and change impact.

• Advance global business services models by helping leaders evaluate retained organization design, service placement, process ownership, governance, centers of excellence and provider ecosystems.

• Establish multi-year category strategies grounded in demand forecasts, business roadmaps, market intelligence, benchmarks, supplier economics and emerging service models.

• Maintain a forward-looking pipeline of transformation, sourcing, demand-management, insource/outsource, supplier optimization and commercial-model opportunities.

Raise the Standard for Business Cases and Transformation Decisions

• Create a rigorous, enterprise approach to business cases for outsourcing, offshoring, consulting and workforce transformation.

• Ensure cases are grounded in validated baselines, fully loaded current-state cost, demand and volume assumptions, productivity, implementation and transition costs, technology dependencies, stranded costs, retained-organization requirements, risk and timing.

• Pressure-test whether proposed value comes from sustainable process improvement, automation and operating-model redesign rather than labor arbitrage alone.

• Partner with Finance to validate assumptions, establish credible baselines and track in-year, run-rate and realized value after implementation.

• Define decision gates and executive accountabilities from strategy through sourcing, transition, stabilization and benefit realization.

• Challenge proposals that lack clear outcomes, executable change plans, realistic capacity assumptions or sufficient protections against value leakage.

Drive Commercial Strategy and Complex Negotiations

• Personally lead or sponsor the organization’s most complex, highest-value and highest-risk services negotiations.

• Build negotiation strategies using benchmarks, supplier economics, competitive alternatives, incumbent leverage, switching costs, demand aggregation and enterprise-wide relationships.

• Design commercial models suited to the work, including rate-card, milestone, transaction, consumption, capacity, managed-service, outcome-based, gainshare and hybrid constructs.

• Strengthen contractual protections for pricing, productivity, benchmarking, service levels, innovation, continuous improvement, change control, audit, transition, termination and exit assistance.

• Distinguish true strategic consulting from staff augmentation and managed services, ensuring that scope, talent, rates and accountability match the work being purchased.

• Partner with Finance to ensure negotiated value is credible, visible and translated into measurable enterprise impact.

Build a High-Performing Contingent Workforce Model

• Define the enterprise contingent workforce strategy, governance and supplier architecture across temporary labor, independent talent, direct sourcing, statement-of-work services and managed solutions.

• Improve demand planning, talent-channel selection, rate and markup governance, supplier performance, tenure management, worker quality and speed to productivity.

• Create transparency across external labor demand, skills, location, cost, supplier concentration and conversion opportunities.

• Partner with HR, business leaders, Finance, Legal and Risk to clarify ownership, controls and decision rights across the external workforce lifecycle.

• Use market intelligence, workforce analytics, direct sourcing, talent pools, automation and modern workforce platforms to improve quality, access, agility and cost.

• Prevent misclassification and channel leakage by establishing clear distinctions among contingent labor, consulting, outsourcing and employee roles.

Shape Strategic Consulting and Clinical Services

• Establish enterprise consulting strategies, preferred-partner models and governance that match supplier capability and commercial model to the nature of the work.

• Improve visibility to consulting demand, reduce fragmented buying, challenge unnecessary work and ensure knowledge transfer and measurable deliverables.

• Build fit-for-purpose category and supplier strategies for clinical services, balancing quality, access, member and patient outcomes, cost, compliance, delegation and operational continuity.

• Partner with clinical, legal, compliance, network and risk leaders to clarify which services Procurement leads, co-leads or routes through specialized contracting channels.

• Apply differentiated sourcing and governance based on whether services involve direct care, licensed professionals, delegated activity, claims reimbursement, sensitive data or value-based arrangements.

• Ensure service quality and continuity are treated as primary outcomes, not trade-offs against financial value.

Build a Modern, Commercially Formidable Team

• Lead, coach and develop Category Managers, Supplier Managers and procurement professionals with clear expectations for business partnership, commercial judgment, analytical rigor and measurable impact.

• Build deep capabilities in global business services, outsourcing, workforce economics, consulting, clinical services, business-case development, transition management, complex negotiation and executive influence.

• Shift the team from processing requests to shaping operating-model and workforce decisions, anticipating opportunities and challenging assumptions constructively.

• Increase strategic capacity by simplifying work, using shared services and embedding analytics, automation and AI into market intelligence, business cases, negotiations, contracts and supplier monitoring.

• Establish clear performance standards, succession plans and development opportunities that strengthen the broader Procurement leadership bench.

• Create an environment where leaders operate independently with senior executives, make difficult decisions and remain accountable for outcomes.

How Success Will Be Measured

• Delivery of validated financial, workforce, transformation and broader enterprise-value commitments.

• Finance-aligned business cases with validated baselines, transparent assumptions and clear benefit-realization ownership.

• Multi-year strategies covering the substantial majority of addressable services spend and external workforce demand.

• Improved visibility to contingent labor, consulting, outsourcing and clinical-services demand, commitments, suppliers and risks.

• Measurable improvement in cycle time, stakeholder experience and quality of commercial decisions.

• Greater adoption of fit-for-purpose workforce channels, preferred providers and standardized commercial models.

• Outsourcing and offshoring programs meeting transition, service, financial, transformation and risk commitments.

• Reduced fragmented buying, rate leakage, unmanaged statements of work, supplier proliferation and surprise renewals.

• Improvement in supplier quality, service, productivity, innovation, resiliency and contractual value realization.

• Increased confidence from Insurance and Corporate Services leadership.

• Stronger talent, succession readiness and organizational capability.

Use your skills to make an impact

Required Qualifications

• 15+ years of progressive experience in Procurement, Strategic Sourcing, Global Business Services, Business Process Outsourcing, Workforce Solutions, Consulting, Supplier Management or related commercial leadership roles.

• 10+ years of people leadership experience, including success building, transforming and retaining high-performing teams.

• Deep expertise in several relevant domains, including contingent workforce, outsourcing and offshoring, consulting, managed services, business process services or clinical services.

• Demonstrated experience designing or sourcing global business services models, including retained-organization design, service placement, transition and provider governance.

• Exceptional business-case acuity, including baseline validation, fully loaded cost analysis, productivity, implementation, transition, stranded cost, retained cost, risk and benefit realization.

• Demonstrated success leading complex services portfolios, executive-level transformations and high-value strategic negotiations.

• Expertise in services commercial models, supplier economics, labor markets, rate structures, service levels, benchmarking, productivity and outcome-based constructs.

• Proven ability to advise segment presidents, functional executives and other senior leaders and influence decisions without relying on positional authority.

• Track record of delivering material enterprise value while protecting service quality, workforce experience, customer or member outcomes, compliance, resiliency and risk.

• Experience navigating complex transitions, change management, supplier remediation and exit strategies.

• Experience operating across highly matrixed business, Finance, HR, Legal, Risk, Compliance, Technology and Procurement organizations.

• Bachelor’s degree or equivalent relevant experience.

Preferred Qualifications

• Experience in a Fortune 500, healthcare, insurance, highly regulated or similarly complex enterprise.

• Experience with clinical or healthcare services, delegated arrangements, regulated operations or customer-facing service delivery.

• Experience leading large-scale outsourcing, offshoring, shared-services or global business services transformations.

• Experience with managed service providers, vendor management systems, direct sourcing and external workforce analytics.

• Experience applying analytics, AI, automation, process mining or digital tools to services strategy and transformation.

• Advanced degree or relevant professional certification.

Work at Home Requirements: To ensure Home or Hybrid Home/Office employees’ ability to work effectively, the self-provided internet service of Home or Hybrid Home/Office employees must meet the following criteria: At minimum, a download speed of 25 Mbps and an upload speed of 10 Mbps is required; wireless, wired cable or DSL connection is suggested. In certain roles, the minimum recommended internet speed required by Humana may not be sufficient for business needs. Humana reserves the right to require associates to upgrade their internet service if necessary. Work from a dedicated space lacking ongoing interruptions to protect member PHI / HIPAA information.Travel: While this is a remote position, occasional travel to Humana's offices for training or meetings may be required.Scheduled Weekly Hours
40Pay Range
The compensation range below reflects a good faith estimate of starting base pay for full time (40 hours per week) employment at the time of posting. The pay range may be higher or lower based on geographic location and individual pay will vary based on demonstrated job related skills, knowledge, experience, education, certifications, etc.$184,800 - $254,100 per yearThis job is eligible for a bonus incentive plan. This incentive opportunity is based upon company and/or individual performance.Description of Benefits
Humana, Inc. and its affiliated subsidiaries (collectively, “Humana”) offers competitive benefits that support whole-person well-being. Associate benefits are designed to encourage personal wellness and smart healthcare decisions for you and your family while also knowing your life extends outside of work. Among our benefits, Humana provides medical, dental and vision benefits, 401(k) retirement savings plan, time off (including paid time off, company and personal holidays, paid parental and caregiver leave), short-term and long-term disability, life insurance and many other opportunities.Application Deadline: 10-08-2026

About us

About Humana: Humana Inc. (NYSE: HUM) is a leading U.S. healthcare company. Through our Humana insurance services and our CenterWell healthcare services, we make it easier for the millions of people we serve to achieve their best health – delivering the care and service they need, when they need it. These efforts are leading to a better quality of life for people with Medicare and Medicaid, families, individuals, military service personnel, and communities at large. Learn more about what we offer at Humana.com and at CenterWell.com.​
Equal Opportunity Employer
It is the policy of Humana not to discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or protected veteran status. It is also the policy of Humana to take affirmative action, in compliance with Section 503 of the Rehabilitation Act and VEVRAA, to employ and to advance in employment individuals with disability or protected veteran status, and to base all employment decisions only on valid job requirements. This policy shall apply to all employment actions, including but not limited to recruitment, hiring, upgrading, promotion, transfer, demotion, layoff, recall, termination, rates of pay or other forms of compensation and selection for training, including apprenticeship, at all levels of employment.
Originally posted on Himalayas