340B Program Manager
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- 340B program oversight reviewing discounted drug purchases, dispensing records, replenishment, contract pharmacy claims, and audit documentation
Position directory
Pharmacy Leadership & Clinical Pharmacy: positions we recruit
Healthcare Headhunters recruits healthcare professionals for employers. No upfront fee. You pay only if you hire.
This is what we do all day: recruit healthcare professionals.
Hiring across pharmacy leadership and clinical pharmacy starts with separating responsibility for the service from responsibility for individual medication decisions.
No upfront fee. You pay only if you hire.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
Positions we recruit
Pharmacy Leadership & Clinical Pharmacy
12 positions
12 matching positions
Chief Pharmacy Officer / VP Pharmacy Services
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- Pharmacy executive directing service budgets, staff leadership, purchasing decisions, and formulary reviews across assigned healthcare pharmacy services
Clinical Pharmacist (Inpatient)
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- Inpatient medication management through medical team rounds, order review, medication reconciliation, prescriber discussions, and documented handoffs
Clinical Pharmacy Manager
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- Clinical pharmacy team management reviewing prescribing trends, directing medication-use reviews, coaching documentation, and developing treatment protocols
Clinical Pharmacy Specialist (Oncology, ID, Critical Care, Ambulatory Care)
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- Specialty medication assessment covering oncology regimens, antimicrobial therapy, critical care dosing, or ambulatory medication follow-up
Consultant Pharmacist (Long-Term Care)
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- Long-term care resident medication review examining orders, administration history, monitoring, and observations to inform prescriber recommendations
Director of Pharmacy
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- Pharmacy department leadership overseeing drug shortages, purchasing variances, sterile compounding concerns, and nursing escalations
Home Infusion Pharmacy Manager
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- Home infusion pharmacy management overseeing staff, sterile compounding, inventory, dispensing decisions, and nursing and delivery coordination
Pharmacy Informatics Pharmacist
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- Pharmacy information systems work supporting electronic medication orders, pharmacy workflows, medication records, and system issue investigation
Pharmacy Operations Manager
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- Daily pharmacy operations management coordinating staff assignments, medication dispensing workflows, inventory handling, and operational issue resolution
Pharmacy Supervisor
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- Daily pharmacy operations supervisor assigning pharmacist and technician work, overseeing prescription checks, and managing dispensing coverage
Specialty Pharmacy Manager
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- Specialty pharmacy operations leadership addressing payer delays, temperature alerts, shipment records, accreditation preparation, and corrective actions
Start with the work
What should you settle before you hire?
We recruit pharmacy leaders and clinical pharmacists for permanent positions. Before searching, we ask what your vacancy leaves uncovered: staffing decisions, medication distribution, clinical review, service development, or several functions together. That distinction shapes the search more accurately than a broad pharmacy title.
A pharmacy leader may own staffing, budgets, purchasing decisions, policy implementation, and follow-up after medication incidents. A clinical pharmacist may review therapy, join rounds, reconcile medications, and discuss recommendations with prescribers. Some positions combine these duties. You need to state which decisions belong to the hire and which remain with another leader.
Setting changes the work. An inpatient pharmacist may balance order review with rounds and discharge work. An ambulatory pharmacist may handle scheduled visits and follow-up under local practice arrangements. An informatics-focused pharmacist may spend more time testing order changes than reviewing patients. Comparable experience means comparable decisions, not merely a matching title.
Ask for evidence
What should you check before an offer?
License and practice history: Does the candidate hold the pharmacist license needed for your location and assigned work? We screen license information and employment history. You verify current status through the licensing authority and complete your own credentialing and clinical assessment.
- Leadership authority: Ask, “Which staffing, purchasing, and policy decisions could you approve yourself?” A useful answer separates personal authority from committee recommendations. Ask for an example involving competing staffing needs and what the candidate changed after reviewing the result.
- Clinical judgment: Ask, “Describe a medication recommendation a prescriber questioned. What information did you review, and how did you discuss it?” Look for a clear reasoning process, respectful communication, and recognition of the candidate’s practice boundaries rather than a rehearsed success story.
- Distribution and coverage: Ask, “When order review, dispensing questions, and a staffing gap collided, what did you handle and what did you escalate?” The answer should identify available support, handoff details, and how unfinished work was tracked.
- Service-specific preparation: Ask, “Which patient populations and medication services occupied most of your recent work?” Residency training or specialty certification may support a match, but neither substitutes for relevant experience. Treat preferred credentials as preferences unless your position specifically calls for them.
- Systems and change work: Ask, “What pharmacy system change did you help test, and what defects did you find?” For informatics or leadership searches, useful evidence includes test scenarios, affected users, approval steps, and follow-up. Distinguish hands-on build work from attending project meetings.
Different backgrounds, different fit
Where does relevant experience come from?
We look across hospitals, health systems, outpatient clinics, specialty pharmacies, community pharmacies, and other employers with relevant pharmacy services. The right source depends on your work. A distribution-heavy vacancy needs different experience from an ambulatory clinical service or a pharmacy technology assignment.
We ask what they want to change and compare that answer with your actual opening. Interest in leadership alone does not establish readiness to manage people or budgets.
Avoid these
Which hiring mistakes should you avoid?
A common mistake is combining service management, daily clinical coverage, and system implementation without defining the weekly split. Candidates cannot assess a role accurately if every duty appears equally urgent. Another is treating a specialty certificate as proof of supervisory experience. Ask separately about hiring decisions, performance conversations, scheduling disputes, and ownership of spending decisions.
Advertising clinical practice without explaining dispensing coverage. If the hire must leave rounds to cover distribution, describe when that happens and who decides.
Put it to work
What are the next steps?
We review reporting lines, practice setting, coverage hours, and decision authority with you. We screen credentials, work history, and fit against the agreed scope. Your interviews should use realistic scenarios from the position. Candidate discussions focus on actual pharmacy decisions.
Define the vacancy
We also ask which duties cannot wait for the new hire and whether existing staff will retain any responsibilities.
Compare relevant experience
You receive context about what each person has owned, supported, or only observed.
Test the match
Separate clinical assessment from management assessment when both matter. Confirm reporting relationships, coverage expectations, and credentialing steps before making the final hiring decision.
Can community pharmacy experience fit a hospital leadership search?
Some management skills may transfer, including staffing and inventory oversight. You still need evidence that the candidate can handle your hospital’s service scope and practice expectations. Candidates may consider a move for clearer decision authority, a different practice focus, predictable coverage expectations, or access to service-building work.
Should our pharmacy leader also provide routine clinical coverage?
That can work if you define protected management time and backup coverage. Ask how candidates handled interrupted administrative work in a comparable position.
How do we compare residency training with practice experience?
Start with the services the pharmacist will perform. Compare recent work, training, and clinical assessment results rather than treating either background as an automatic match.
What distinguishes an informatics pharmacist from a clinical pharmacist who uses the system?
Ask about configuration, testing, change approvals, and troubleshooting ownership. Routine system use does not establish experience managing pharmacy technology changes.
What should we disclose about after-hours pharmacy responsibility?
Explain scheduled coverage, escalation routes, and any on-call duties. Candidates should know whether they answer operational questions, provide clinical support, or arrange coverage.
How can Healthcare Headhunters help with this hire?
Send us the role, where the person will work and what needs to change with this hire. We will ask about the work, not just the title. Share any license or schedule limits that could rule someone out before we begin the search.
Tell us which pharmacy decisions need an owner, and we can help define the search.
What happens next
- We review your role, responsibilities and location.
- Ivan or a senior team member will reach out soon.
- You meet a focused shortlist when qualified candidates fit the agreed search.
- Fees.
- No upfront fee. Pay only if you hire, under the signed agreement.
- Exclusivity.
- Set out in the signed client agreement.
- Confidentiality.
- We agree the brief before outreach. This is not a promise of absolute anonymity.
- No hire.
- No hire means no fee on standard searches.
Keep the hiring brief connected
Pharmacy Leadership & Clinical Pharmacy hub
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