Fund Strategy and Structuring, Director

Enterprise is a national nonprofit that exists to make a good home possible for the millions of families without one. We support community development organizations on the ground, aggregate and invest capital for impact, advance housing policy at every level of government, and build and manage communities ourselves. Since 1982, we have invested $92.0 billion and created 1.1 million homes across all 50 states, the District of Columbia, Puerto Rico and the U.S. Virgin Islands – all to make home and community places of pride, power and belonging.

Join us at enterprisecommunity.org

Working at Enterprise

At Enterprise, you’ll be part of a diverse, committed team making a difference every day. You will collaborate with some of the smartest minds and biggest hearts in our field. You’ll be empowered to drive systems change and take bold steps to advance racial equity. And you will find a career home where you’re valued and supported in your growth journey.

Enterprise offers career opportunities in our offices across the country with an exceptional benefits package .

The Director of Fund Strategy & Structuring is responsible for the strategic and financial performance of HCI’s Multi Investor Funds (MIFs) across the full fund lifecycle—from pre closing strategy through post closing execution and pre stabilization. This role is designed to move fund modeling from a transactional, shared service function to a core strategic capability that drives revenue optimization, execution discipline, and innovation.

The Director will serve as the single point of accountability for fund level strategy, analytics and structuring, partnering closely with Investor Relations, Acquisitions, Capital Originations, Treasury, Credit, and Asset Management to improve capital deployment, minimize friction, and accelerate HCI revenue.

• Lead deal allocation strategy for MIFs, partnering with IR and Acquisitions to assemble project lists and investor rosters that optimize tax credit delivery, fee generation, and overall fund characteristics.
• Provide senior‑level scenario analysis evaluating the revenue, timing, and risk implications of different investor mixes, deal sequencing, and structuring alternatives.
• Introduce strategic intelligence into fund assembly decisions (e.g., investor concentration, deal mix trade‑offs, impact on bridging and incentive fees), filling a current gap in HCI’s process.

• Own the MIF fund model as a strategic tool throughout the fund lifecycle—during offering, closing, post‑closing, and pre‑stabilization.
• Ensure continuity, accuracy, and decision‑usefulness of the model as assumptions evolve and deals progress.
• Monitor federal and state credit delivery and flag timing or volume variances that could impact investors or HCI revenue.
• Maintain real‑time tracking of net and gross equity overages and shortfalls across all MIFs to enable early intervention, deal replacement, or reallocation decisions.

• Own the fund‑level bridging strategy, including the decision framework for using internal resources versus third‑party subscription lines.
• Partner with Treasury to establish clear policies and procedures governing bridge usage, cost, and risk tolerance.
• Develop tools to track bridge loan interest expense on a per‑fund basis and ensure accurate accounting and attribution.
• Build reporting to distinguish intentional, revenue‑generating bridging from unforecasted or execution‑driven bridging.

• Drive continuous improvement of the MIF fund model, including business intelligence, usability, and analytical…