What are the responsibilities and job description for the EVP - Corporate Development & Strategy-Remote position at CruiTek?
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
Post-Close Integration & Value Creation
Core Responsibility #2: Enterprise Strategy & Strategic Initiatives
Objective: Define and execute enterprise-level strategies that drive sustainable growth, profitability, and competitive advantage.
Scope & Accountability
Measures of Success
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.