Director, E-Commerce

About the role:

Health-E Commerce owns two of the largest benefit-dollar storefronts in the US, FSA Store and HSA Store, plus a growing virtual care business and a white label product line. We are hiring a Director, E-Commerce to set the strategy for those sites and own the cross-functional roadmap that delivers it.

This is a product-led seat, not a site operations seat. The ecommerce team here is strong on execution: merchandising runs a disciplined calendar, site operations ship reliably, and the testing program has high throughput. What it needs is a leader who defines the customer problem, decides which few bets are worth making, and prioritizes the team’s workload.

You will report to the VP of Growth Marketing and lead a team of eight across merchandising, experimentation, and site operations, with four direct reports. You will work in close partnership with engineering, paid media, lifecycle, creative, and merchandising.

Key responsibilities:

• The site strategy. Define the customer problem, the insight behind our approach, and the three or four bets that follow. Write it in prose, defend it with numbers, and revisit it quarterly. • A single roadmap. One prioritized list across merchandising, experimentation, marketing, and product, sequenced against the constraint. • The experimentation standard. Set the agenda for what gets tested and the minimum bet size that qualifies. Hold the program to measured, honest impact rather than a sum of claimed wins. • Personalization. Own the strategy across onsite, working closely with paid marketing and CRM; including the identity and data work it depends on. • The virtual care bridge. Connect our telehealth offering to the core shopping experience: eligibility unlocks, condition journeys, and the commercial case for both. • Conversion and contribution. Own CVR, AOV, and contribution per session across both stores, with a particular focus on the checkout and mobile gaps. • Site operations and merchandising quality. Launches, catalog and feed integrity, release QA, and the commercial calendar. • The engineering relationship. Translate strategy into briefs with acceptance criteria, negotiate priority, and get work shipped in an environment where ecommerce competes for engineering time. • The business review. Represent site performance to the executive team: what moved, why, and what we are doing about it. • Your team. Develop four managers and the people under them and build the progression paths so team members grow in parallel with the company’s needs.

What success looks like

• By 90 days. A written site strategy the executive team has read and agreed to, with the bets named and sized. A single roadmap replacing the current list of parallel workstreams. • By 6 months. Every testing lane has a live experiment tied to a named bet. Results are called within three business days of a test ending. The checkout and mobile funnel gaps are being worked rather than noted. • By 12 months. A measured improvement in conversion and contribution per session that holds up against a holdout or conservative accounting. A functioning product practice. A team where each person owns something with its own metrics and a path to the next role.