EVP - Corporate Development & Strategy-Remote 100% Remote but obviously travel *Board / Sponsor Exposure: Regular interaction with Board of Directors and PE Sponsor * The EVP operates as a core member of the executive leadership team and a trusted partner to the CEO, CRO and Board, with responsibility for outcomes rather than advisory support. *Core Responsibility #1: Mergers & Acquisitions (Corporate Development) * Core Responsibility #2: Enterprise Strategy & Strategic Initiatives
Role Purpose The Executive Vice President, Corporate Development & Strategy is accountable for driving enterprise value creation through disciplined capital allocation, strategic M&A, and execution of high-impact growth initiatives. This role owns the full lifecycle of inorganic growth—from acquisition thesis through integration—and leads enterprise-level strategy with a bias toward execution, EBITDA impact, and long-term scalability.
Objective:Identify, execute, and integrate acquisitions that accelerate growth, expand capabilities, and increase enterprise value.
Scope & Accountability
Own the company’s M&A strategy and acquisition thesis in alignment with enterprise priorities.
Build and manage a proactive acquisition pipeline across target markets, capabilities, and geographies.
Lead end-to-end transaction execution, including valuation, diligence, structuring, negotiation, and approval.
Serve as the primary management interface to the PE sponsor and Board on acquisition opportunities and recommendations.
Post-Close Integration & Value Creation
Own post-acquisition integration planning and execution.
Lead cross-functional teams to deliver revenue synergies, cost efficiencies, and margin expansion.
Establish clear post-close KPIs and accountability against the investment case.
Core Responsibility #2: Enterprise Strategy & Strategic Initiatives Objective: Define and execute enterprise-level strategies that drive sustainable growth, profitability, and competitive advantage.
Scope & Accountability
Lead development of the company’s multi-year strategic roadmap in partnership with the CEO and executive team.
Evaluate and recommend growth initiatives, including organic investments, market entry, service expansion, and build-versus-buy decisions.
Own and lead a portfolio of high-impact strategic initiatives with clear financial and operational outcomes [Value Creation Plan].
Translate strategy into executable plans with defined milestones, KPIs, and ownership.
Measures of Success
Successful execution and integration of accretive acquisitions.
Achievement of revenue growth, EBITDA expansion, and synergy targets.
Demonstrated impact of strategic initiatives on enterprise performance.
Increased organizational readiness for scale and exit.
Readiness to assume broader general management or P&L responsibility over time.