Director of Business Development

Fenway Health is entering its next chapterbuilding a Strategy Office to drive bold intentional growth in a rapidly changing healthcare landscape. As a mission-driven organization serving LGBTQIA and BIPOC communities Fenway operates in an environment shaped by shifting funding streams evolving reimbursement models and an increasingly uncertain federal policy climate. Rather than reacting to change Fenway is choosing to lead through itdiversifying revenue investing strategically and making clear mission-driven decisions about where to grow.

At the center of this work is the Director of Business Development. Reporting to the Chief Strategy Officer this role will shape Fenways future by evaluating new service lines partnerships and affiliationsand translating complex data into clear actionable insights for executive leadership and the Board. This is not a sales role; it is a high-impact strategy position focused on identifying the right opportunities understanding their value and ensuring Fenway grows with purpose.

This is a rare opportunity to build something from the ground up. As part of a new CEO- and Board-sponsored function the Director will create the analytical foundation that guides Fenways growth strategydeveloping the models tools and processes that make deliberate decision-making possible. Starting as an individual contributor this role is designed to grow into leadership with a clear path to building and leading a team as the function expands.

Authority and Decision Rights

This role has no direct reports and no independent budget. Its authority comes from a defined set of decision rights and from the Chief Strategy Officers sponsorship both of which are stated here so that they are not negotiated case by case.

• Decides directly: the analytical method the model architecture the assumptions carried into every business case and the content of the recommendation that reaches the Executive Committee. No one edits the recommendation on its way up.
• Recommends: go/no-go on every opportunity the ranked growth priorities and which opportunities Fenway declines.
• Escalates: unresolved diligence issues disagreement with Finance or Operations over assumptions and any recommendation opposed by a functional leader to the Chief Strategy Officer and from there to the Executive Committee which is the forum of record for growth decisions.
• Convenes: cross-functional diligence teams under a charter issued by the Chief Strategy Officer. Participation by functional leaders in a chartered diligence team is an expectation of those leaders not a favor to this role and the Chief Strategy Officer is accountable for making that convening power real.
• An honest no is protected: a recommendation not to proceed carries the same standing as a recommendation to proceed and reaches the Executive Committee unedited. This role is expected to reach conclusions the institution does not want and is protected in doing so.

Market Insight and Strategic Planning

• Keeps Fenway Healths picture of its markets current: who we serve who else serves them payer mix demand and utilization trends and the policy and payment environment.
• Turns that picture into a short ranked set of priorities that tells Fenway where to look for growth so that we go after opportunities on purpose rather than evaluating whatever arrives at the door.
• Supports the annual strategic planning cycle and the Boards strategy calendar including preparing materials and pulling together input from Finance Operations and The Fenway Institute.
• Connects growth priorities to the Community Health Needs Assessment and the Community Health Improvement Plan so that the mission case and the business case are integrated together.

Business Cases and Financial Models

• Finds develops and investigates opportunities of strategic importance to Fenway Health.
• Builds the business case for new opportunities including new service lines pharmacy program strategy payer opportunities education programs partnerships and affiliations.
• Models each opportunitys revenue costs staffing space start-up losses and steady-state margin.
• Builds a base case a low case and a high case for every model; shows how the answer changes when the most important assumptions change; and sets clear go/no-go points.
• States plainly what would have to be true for an opportunity to fail not only what has to be true for it to work.
• Maintains one view of the full pipeline through decision including a record of what Fenway declined and why.
• Analyzes payer terms rates and mix as inputs to these models working with Finance and the managed care function so that revenue assumptions are credible.
• Compares opportunities on the same basis every time: return margin impact capital and systems required mission impact execution risk regulatory exposure and reputational and community-trust risk. At Fenway Health reputational and community-trust risk is not a secondary consideration; it is frequently the binding constraint. It is scored explicitly on the same scale as the others rather than raised informally after a recommendation is already moving.

Partnership and Affiliation Analysis

• Leads the financial modeling for partnerships and affiliations including the effect on the profit and loss statement margin and balance sheet with particular attention to reimbursement and pharmacy.
• Helps identify and evaluate potential partners and leads evaluation discussions with the Chief Strategy Officer.
• Coordinates Finance Legal and outside advisors through due diligence and keeps the list of open diligence issues and how each one was resolved.
• Presents opportunities and analysis to leadership and the Board in plain terms so that a director without a finance background can act on them.

Decision Support and Handoff

• Prepares the materials and facilitates the discussion for Executive Committee and Board decisions on growth.
• Sets for every recommendation the baseline projections and the measures the venture will later be judged against.
• Takes part in the review after each launch of how accurate the original model turned out to be and uses what each review shows to improve the next set of models.
• Works in partnership with the Director Project Management who leads delivery of approved ventures. The seam between the two roles is deliberate and fixed: this role owns the business case the go/no-go criteria and the baselines a venture will later be judged against; the Director Project Management owns delivery against those baselines readiness certification and the handoff to Operations. Where the two disagree about whether a venture is performing to case the Chief Strategy Officer decides.

What Success Looks Like

This role is judged on outcomes rather than activity. The measures below are evergreen: they apply in the first year of the role and in every year after it and they are the basis of the annual performance conversation.

• Fenway chooses where to look for growth. A ranked current view of the market and a short list of growth priorities exists and leadership uses it. Opportunities are pursued on purpose rather than evaluated because they arrived.
• Every growth decision reaching the Board rests on a model a director can interrogate. Assumptions are visible cases are bounded failure conditions are stated before the vote rather than discovered after it and a director without a finance background can act on what they are shown.
• Fenway can account for what it declined. The decline record is complete enough that the institution can explain its reasoning to a funder a regulator a partner or itself years later and without the author present.
• The models get more accurate over time. Post-launch reviews find the errors the errors are written down and the next model is measurably better because of it.
• The mission constraint holds under pressure. Opportunities that would make money and cost trust are identified as such before they are pursued not after.

Confidentiality and Conflicts of Interest

This role has regular access to confidential information about partnership and affiliation discussions including information about other organizations. The Director maintains strict confidentiality about those discussions and discloses actual or potential conflicts of interest including past current or prospective relationships with any organization under evaluation in accordance with Fenway Healths conflict of interest policy.

Meet agency participatory expectations

• Adheres to all agency and departmental policies and procedures
• Participates in quality assessment and improvement activities as requested
• Adheres to the highest principles of patient and client confidentiality
• Adheres to established safety policies procedures and precautions; identifies potential or actual unsafe situations in the environment and takes measures to rectify the situation
• Attends all required meetings in-services and professional trainings
• Maintains professional competence necessary to perform job responsibilities; maintains and provides agency with records of continuing education activities
• Serves on agency committees and in professional organizations when requested
• Perform related duties as assigned

• Bachelors degree or equivalent professional experience required in finance economics business healthcare management or a related field; masters degree (MBA MHA or MPH) strongly preferred.
• Eight or more years in corporate development business development strategic finance healthcare consulting or healthcare investment banking; ten or more preferred. This floor sits above the one set for the Director Project Management because this role builds board-facing investment cases from a standing start with no established method to inherit.
• Demonstrated experience building financial models and business cases that informed real decisions with examples the candidate can walk through.
• Comfort working independently and building from scratch without a team or an established process in place.
• Working knowledge of healthcare reimbursement (Medicaid Medicare and managed care); FQHC 340B and HRSA experience a plus.
• Ability to explain complex financial analysis clearly to leaders and Board members.
• Strong analytical written and verbal communication skills.
• Ability to work well with Finance Operations clinical leaders Legal and regulators.
• Demonstrated ability to work effectively with LGBTQ communities people living with HIV and populations that have faced barriers to care and to reflect that understanding in analysis and recommendations. Qualifying evidence includes any of the following: prior professional work serving these populations; sustained volunteer advocacy or governance service with organizations that do; lived experience the candidate chooses to bring; or demonstrated fluency in a work sample or case discussion in how obligations to these communities constrain a business decision. This is a screened requirement rather than a preference and it is assessed against this evidence rather than left to the judgment of individual interviewers. Candidates who meet it through the last form are expected to build depth in the first year and Fenway Health will invest in that.
• Understanding of how mission obligations shape business decisions in a safety-net setting including where Fenway Health will decline an opportunity that would make money.

Preferred Qualifications:

• Experience in community health centers FQHCs health systems or safety-net healthcare.
• Experience supporting partnership affiliation or transaction decisions and the integration that follows.
• Experience with service-line growth ambulatory care telehealth or education programs.
• Knowledge of 340B pharmacy.

Physical Requirements:

• Ability to meet the following with or without reasonable accommodation: sit at and use a computer workstation for extended periods.
• Occasional evening or weekend work for events and media.

We offer competitive salaries and for those who qualify an excellent benefits package; including comprehensive medical and dental insurance plans generous paid time off commuter benefits and more.

LGBTQIA identified persons Black Indigenous and other people of color (BIPOC) and individuals from other historically underrepresented communities are strongly encouraged to apply.

Anticipated hiring salary is typically toward the beginning of the posted salary range with higher placement for candidates whose skills experience and qualifications significantly exceed the positions minimum requirements.