Vice President Growth and Strategic Partnerships Remote

IKS Health

4h•Remote

About The Position

This role is an opportunity to shape how mid-sized health systems navigate one of the most consequential transitions in healthcare. As VP Growth & Strategic Partnerships, you will work directly with executive leaders (CEO, CFO, CMO, COO) to address fundamental challenges of margin compression, clinician burnout, and the shift toward value-based care. Rather than selling point solutions, you will guide organizations through a multi-year transformation, leveraging a unified platform that connects revenue optimization, clinical efficiency, and value-based care enablement into a single, coherent strategy. Success in this role requires more than hitting a number. It demands the ability to diagnose complex, system-level problems, build conviction across diverse stakeholders, and create momentum where none exists. You will act as a trusted advisor earning credibility through insight, structuring high-impact partnerships, and helping health systems move from incremental improvement to meaningful, measurable change. This role is best suited for a leader who thrives in ambiguity, prefers building over inheriting, and is motivated by long-term impact over short-term wins, someone who can combine strategic thinking, commercial rigor, and authentic relationship-building to drive transformation at scale.

Requirements

12–18+ years of enterprise healthcare sales or strategic partnerships experience, with a clear trajectory of increasing deal complexity and scope; not just tenure.
Demonstrated success creating demand from scratch within health systems or similarly complex clinician organizations especially in situations without defined budgets or active buying cycles.
Proven ability to lead multi-threaded, C-suite level engagements, navigating competing priorities across clinical, financial, and operational stakeholders.
Track record of closing large, complex deals ($5M - $20M+ ACV) that required shaping the problem, building consensus, and sustaining momentum over long sales cycles.
Experience selling transformational platforms or programs (vs. point solutions), ideally spanning: Revenue cycle / financial performance, Clinical workflow or EHR-adjacent solutions, Value-based care, risk models, or MSO structures.
History of originating and building new markets or territories, not just managing mature pipelines.
Experience structuring creative, non-standard commercial models (phased adoption, shared risk, enterprise agreements).
Exposure to health system economics, with the ability to connect operational change to financial outcomes.
Undergraduate or Master's degree.

Nice To Haves

MBA or MHA

Responsibilities

Proactively originate new opportunities within targeted health systems, not reliant on inbound or RFPs.
Build conviction where no formal initiative or budget yet exists by reframing latent pain into actionable priorities.
Leverage insight-led outreach, industry perspective, and tailored hypotheses to initiate executive dialogue.
Own the full lifecycle of complex, multi-solution deals (6–12+ months), from inception through close.
Coordinate cross-functional internal teams (product, clinical, delivery, finance) to support deal progression.
Lead with a strong point of view on key system challenges.
Margin compression and revenue leakage.
Clinical inefficiency and provider burnout.
VBC readiness and risk management.
Shape how executives define their problems before introducing solutions.
Establish early and sustained relationships with C-suite stakeholders (CEO, CFO, CMO, COO, CIO, CNO).
Orchestrate alignment across clinical, financial, and operational leaders with often competing priorities.
Build internal champions while managing stakeholder dynamics and resistance.
Translate platform capabilities into clear, CFO-relevant economic outcomes.
Co-develop ROI-driven business cases grounded in operational and financial realities.
Structure creative commercial models, including phased adoption and risk-aligned constructs.
Build and maintain a forward-looking pipeline through consistent, deliberate engagement and not end-of-quarter pushes.
Recognize and address deal stagnation early; reframe or re-sequence as needed.
Balance patience with proactive momentum creation across long sales cycles.