The Vice President of M&A and Partnership Development, will play a critical role in KP-s overall enterprise strategy and growth and diversification agenda and will report to the SVP, Chief Business Development Officer. She/he will support the marketplace and enterprise efforts working with members of the national leadership team and market leadership teams. The VP, M&A and Partnership Development pursues identification, valuation, due diligence, and negotiations for the acquisition of additional physician practices, health plans, health systems, and other entities with the goal of expansion into key markets. The VP will have the responsibility for leading in the planning, building, development, and implementation of an enterprise business development function that supports the long-term objectives, mission and vision for Kaiser Foundation Health Plan and Hospitals (KFHP/H). She/he may lead projects independently up to $3 billion. The Vice President, M&A and Partnership Development will be a key member of the leadership team within Enterprise Strategy and Business Development (ESBD), partnering across the team to develop and manage enterprise strategic growth.

• Strategic Leadership in Transactions: Lead the end-to-end process of identifying, prioritizing, evaluating, selecting, negotiating, and executing transactions based on strategic criteria. Ensure that each transaction aligns with the organization-s long-term goals and objectives.
• Business Intelligence & Integration: Deliver actionable business intelligence and integration guidance to implementation teams, ensuring that strategic decisions are well-informed and effectively executed.
• Business Development Execution: Define the objectives, scope, and deliverables for the business development function. Lead the successful execution of these deliverables, providing regular updates and insights to senior management.
• Collaborative Intelligence Gathering: Work in close collaboration with the enterprise and market strategy teams to maintain a robust, comprehensive, and structured business intelligence database. Use this resource to identify and evaluate new business opportunities.
• Comprehensive Opportunity Assessment: Oversee the collection and analysis of all necessary economic assessments, financial valuations, and other supporting analyses for evaluating specific opportunities. Ensure that each opportunity is thoroughly vetted before moving forward.
• Mergers & Acquisitions Leadership: Lead the identification of merger and acquisition opportunities, assess strategic alternatives, and negotiate transactions with senior leaders of target organizations. Coordinate deal teams, including virtual team members from across KP and external advisors such as legal, banking, and consulting firms.
• Transaction Integration: Provide clear and effective integration guidance for completed transactions, ensuring a seamless handoff to the integration team and supporting successful integration outcomes.
• Cultivation of New Business Relationships: Identify and cultivate new business relationships that support the organization-s growth objectives. Explore opportunities for acquisitions, partnerships, joint ventures, and other strategic relationships.
• Business Case Development: Build compelling business cases and create executive and board presentations to support merger and acquisition opportunities. Ensure that each opportunity is clearly articulated and well-supported by data and strategic rationale.
• Stakeholder Relationship Management: Build and maintain strong relationships with key stakeholders, including leaders from health plans, finance, IT, Regional, Permanente, Risant, KPMF, and other national functions. Ensure alignment and support across all levels of the organization.
• External Networking: Develop and sustain a network of external peers, delivery system leaders, consultants, bankers, and other marketplace experts to stay informed about industry trends and opportunities.
• Executive & Board Communication/Approval: For each merger or acquisition, develop and deliver a methodology to gain support and approval from executive leadership and, when applicable, the KP Board of Directors.
• Standard Work Development: Establish and refine methodologies for the identification, evaluation, prioritization, selection, negotiation, and execution of transactions. Ensure that these methodologies are applied consistently and effectively across the organization.
• Engagement of Internal & External Parties: Ensure the appropriate engagement of internal and external parties in all activities. This includes 3^rd party consultants, investment baskers, communications/GR, legal, compliance, finance, and other functions critical to the successful business development initiatives.