Head of Corporate Development & Integrations

Overview

At Groups, the Head of Corporate Development & Integrations owns M&A strategy and execution, post-close integration, and supporting evaluation of de novo development and strategic partnerships. As a member of the Executive Leadership Team, this leader partners with the CEO, CFO, and Board to convert Groups' clinical and operating advantage into durable scale—expanding the reach of value‑based addiction care into new states, markets, and populations.

Scope of Responsibility

• Mergers & Acquisitions
  • Strategy & Thesis. Develop and maintain the corporate M&A strategy aligned with Groups' strategic roadmap; define target criteria across geography, payer mix, clinical model, and strategic adjacencies.
  • Pipeline & Origination. Build and manage a proprietary pipeline of SUD, behavioral health, and adjacent targets; cultivate long‑lead relationships with founders, operators, intermediaries, and sector bankers.
  • Diligence. Lead end‑to‑end diligence—clinical, financial, operational, regulatory, compliance, payer, and IT—coordinating internal stakeholders and external advisors.
  • Valuation & Structuring. Build and pressure‑test financial models; develop valuation views and deal structures (cash, equity, earn‑outs, rollover) that optimize risk‑adjusted returns in partnership with CFO.
  • Execution. Negotiate LOIs, definitive agreements, and ancillary documents in partnership with legal counsel; manage sign‑to‑close work streams.
  • Governance. Prepare Board and investor materials; maintain transparent reporting on pipeline, deal economics, and post‑close performance.
• Post‑Close Integration
  • Integration Planning. Design and execute integration plans from signing through full absorption—Day 1 readiness, 100‑day plans, and 12‑month value‑capture roadmaps.
  • Cross‑Functional Leadership. Quarterback integration work streams across clinical, operations, finance, HR, IT, compliance, and payer contracting.
  • Synergy Realization. Define synergy targets tied to the deal model; track and report against them; elevate risks early.
  • Talent & Culture. Partner with People team on retention, onboarding, and cultural integration—protecting Groups' mission‑driven culture while absorbing new teams.
  • Playbook. Build and iterate on Groups' institutional integration playbook so every successive transaction is faster, cheaper, and more reliable.
• De Novo Development
  • Market Selection. Partner with Chief Commercial Officer to develop and maintain a market‑prioritization methodology incorporating prevalence, payer landscape, regulatory pathway, competitive intensity, and unit economics.
  • Regulatory & Licensing Pathway. Partner with Legal and Compliance to sequence state licensing, Medicaid enrollment, and accreditation timelines into the launch plan.
  • Site Strategy. Partner with Operations, Growth and Finance on site selection, real‑estate partnerships, and buildout coordination; establish standards and vendor relationships that scale.
  • Launch Execution. Partner with Operations on the launch playbook—hiring, credentialing, payer contracting, community and referral development—driving faster ramps and more predictable unit economics.
  • Economics & Learning Loop. Track de‑novo cohort performance against model; institutionalize learnings to improve each subsequent opening.
• Strategic Growth Opportunities
  • Service Line Expansion. Evaluate and sequence adjacent service lines—behavioral health, alcohol use disorder, eating disorder treatment, recovery support, and wraparound services—that extend the clinical model.
  • Strategic Partnerships & JVs. Partner with Chief Commercial Officer on structure partnerships with health plans, health systems, MSOs, and community organizations, including risk‑bearing arrangements and joint ventures.
  • Platform Investments. Partner with Head of Technology on build‑vs‑buy‑vs‑partner decisions for capabilities (data, technology, clinical infrastructure) that enable scale.
  • Long‑Range Strategy. Partner with the CEO and CFO on three‑to‑five‑year strategic planning and capital allocation.

Other

Duties and Responsibilities:

The Head of Corporate Development serves on the Executive Leadership Team, and regularly engages with the Board of…