TAG is building a centralized pricing function because price architecture, affordability, and offer design are core to patient perception of value and therefore central to our brand promise. This role owns that build enterprise-wide, launching with Aspen and scaling to additional TAG brands. This role is the business owner for pricing across the portfolio, responsible for translating brand strategy into price architecture, guardrails, and operating rhythm across list price, promotions, bundles, affordability pathways, financing support logic, and membership economics.
The Vice President, Pricing & Affordability owns pricing strategy and commercial execution across TAG brands, beginning with Aspen. This leader sets the enterprise pricing agenda, develops business cases, establishes decision rights and approval paths, and ensures pricing changes are translated into practical policies, field guidance, and measurable economic outcomes. The role partners closely with brand and marketing leaders, operations, finance, analytics, revenue cycle, and legal to balance growth, patient affordability, simplicity, and governance. This role reports to the SVP of Pricing and RM, sits on the pricing leadership team, and builds and leads a growing pricing organization.
• Own price architecture across TAG brands, starting with Aspen, spanning fee schedules, list-price logic, consult discounts, promotional guardrails, bundles, memberships, affordability pathways, and financing support rules.
• Translate brand and enterprise strategy into pricing actions with clear business cases, test plans, decision criteria, and rollout guidance.
• Lead the pricing calendar, monthly business review, approval cadence, and policy governance across the portfolio.
• Partner with marketing and brand leaders on offer architecture and campaign economics while maintaining pricing ownership of the commercial rules and measurement approach.
• Partner with operations and field leadership across brands to ensure pricing constructs are executable, understandable, and sustainable in office workflows.
• Define the realized-price and out-of-pocket waterfall, including how list price, discounting, financing, memberships, and other affordability levers interact.
• Set guardrails for exceptions, promotional use, regional variation, and market pilots, and adjudicate escalations that cross brand or regional lines.
• Build and lead the pricing team, including the Principal Pricing Analyst function, prioritizing analyses, experimentation, and post-launch measurement.
• Provide recommendations to the SVP and broader leadership team on revenue, case acceptance, mix, margin, and patient value implications of pricing choices.
• Build a disciplined pricing operating model, proven in Aspen, and lead its expansion to additional TAG brands without overcomplicating phase one.
• Represent pricing in cross-brand strategic planning and portfolio-level investment decisions.
• Establish one enterprise pricing calendar, one approval path, and one monthly performance review, starting with Aspen.
• Create a practical price waterfall and standard KPI set for list price, realized price, consult discounting, promotional utilization, and case acceptance.
• Launch a structured test-and-learn rhythm for pricing changes, bundles, memberships, and affordability offers.
• Improve consistency and governance across pricing decisions without slowing down commercial execution.
• Stand up the core pricing team
and define a scaling plan to bring additional TAG brands onto the model.
• Bachelor’s degree in business, economics, finance, analytics, marketing, or a related field required; MBA or other advanced related degree strongly preferred.
• 12+ years of experience in pricing, revenue management, commercial strategy, or related analytics-intensive business roles.
• Experience owning pricing decisions at an enterprise or multi-brand level in a consumer, retail, healthcare, dental, multi-site services, or similarly complex environment.
• Demonstrated success building and leading pricing or offer changes from concept through implementation and performance review, including leading and developing a team.
• Strong understanding of willingness to pay, ability to pay, promotional economics, bundle design, and patient or customer segmentation, with experience presenting pricing strategy to executive-level audiences.
• Experience in healthcare, dental, retail healthcare, or other consult-led service models, ideally across multiple brands or business units.
• Familiarity with list-price to out-of-pocket pricing waterfalls, financing pathways, and affordability dynamics.
• Experience building and leading pricing teams, and influencing senior executives and boards, without relying on large dedicated support functions.
• Comfort working in an environment where governance and analytics capabilities are still being built, including building those capabilities from the ground up.
• Prior P&L or portfolio-level ownership.
• Commercial judgment balanced with patient-first thinking.
• Ability to simplify complex pricing decisions into practical rules and field guidance.
• High ownership, strong cross-functional influence, and comfort making decisions with imperfect information.
• Bias toward disciplined action, measurement, and iteration rather than theoretical optimization.
• Executive presence and credibility to represent pricing strategy directly to senior leadership and brand presidents.
• People leadership: ability to build, coach, and retain a high-performing pricing team.
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Salary: Annual pay range:, plus bonus/incentives
A generous benefits package that includes paid time off, health, dental, vision, and 401(k) savings plan with match
When we launched Aspen Dental, we set out to break down the barriers that made it hard for patients to keep up with their dental health — affordability, transparency, and access. We knew the key to better patient care started with the provider, so we changed how the dental business worked. We built new relationships, expertise, and tools to help dentists run their businesses more effectively and better care for their patients.
Fast forward, and over 25 years later, we’ve launched more than 1000 Aspen Dental locations—by doing so, we are proud to say we have changed access to dental care nationwide. But there’s more work to do. Healthier, happier smiles were just our beginning.
We come together to launch TAG – The Aspen Group, and we are officially expanding beyond dental to embrace a new vision. As we transform Aspen Dental, Chapter, ClearChoice, WellNow, and Lovet into one family, we’re setting out to achieve one simple goal together: to bring better healthcare to more people - because we believe in a future where health and wellness is accessible for all. While our vision now is broader, how we achieve it remains the same. The best care starts with the provider, and TAG exists to power them so they can meet patients where they are, no matter their specialty, and deliver better care. Because we know that at the end of the day, better healthcare is simple — empower the provider and their teams and the rest will follow.
United as one group, we’re not just breaking down barriers, today we’re breaking through. We’re challenging the status quo. Together we can prove healthcare can be better for both providers and patients. Together we can bring better healthcare to more people.
