Vice President of Operations (Central Florida)

Don’t Manage Growth. Create It.

My Psychiatrist is entering its next stage of enterprise growth.

We’ve built a physician-led behavioral healthcare platform bringing together Psychiatry, Therapy, Psychological & Neuropsychological Testing, TMS & Neuromodulation, SPRAVATO®, and Patient Operations—with an expanding presence across Central and North Florida.

Now we’re looking for the executive who can help determine what comes next.

We’re looking for the executive who can help determine:

Where should we grow?
Which opportunities are worth pursuing?
How do we turn the right ones into enterprise value?

As Vice President of Operations, you’ll lead enterprise growth across M&A, de novo development, Central and North Florida market expansion, strategic partnerships, health-system and physician relationships, payer strategy, and other opportunities capable of materially advancing the organization.

The next stage requires an enterprise development strategy that determines where we grow, how we enter, what we acquire, who we partner with, where we deploy capital, and in what sequence.

We’re not hiring someone to observe that growth.

We’re hiring someone to help architect it.

Why This Opportunity

A real mandate. Own enterprise development—not a narrow business-development function.

Direct executive access. Work directly with the CEO, Co-Founder & President, and executive leadership on consequential growth, investment, and enterprise decisions.

Build, don’t inherit. Create the relationships, market intelligence, proprietary pipeline, and development infrastructure required for the next stage.

Visible impact. Markets entered. Practices acquired. Partnerships created. Capital deployed. Enterprise value built.

Enterprise influence. Shape where My Psychiatrist grows and how the organization evolves as that growth occurs.

What You’ll Own

Market Development & Expansion

Central Florida and the I-4 Corridor will be a major priority.

• Lead market development across Central Florida, the I-4 Corridor, North Florida, and other priority markets
• Build relationships with healthcare leaders capable of accelerating entry into priority markets
• Analyze population growth, provider supply and demand, behavioral health access, referral patterns, payer dynamics, competition, physician networks, health systems, and real estate trends
• Build a sequenced, multi-year development roadmap

We don’t want a collection of locations. We want a development strategy.

Strategic Relationships & Ecosystem Growth

Develop executive-level relationships across:

• Health systems and hospitals
• Physician groups and independent practices
• Primary care and specialty organizations
• Behavioral health organizations
• Commercial payers and managed care organizations
• Private equity and healthcare investors

Innovation & Future Growth

Evaluate opportunities involving:

• New behavioral health services and care models
• Technology and AI-enabled healthcare capabilities
• Strategic affiliations
• New revenue streams
• Emerging opportunities capable of strengthening the platform

M&A & Corporate Development

• Proactively identify physician groups, behavioral health organizations, complementary healthcare businesses, and other strategic acquisition targets
• Originate proprietary opportunities through direct relationships with owners, operators, investors, healthcare executives, and advisors
• Evaluate strategic fit, market position, financial performance, growth potential, operational compatibility, and execution risk
• Evaluate valuation, transaction economics, capital requirements, investment returns, and execution risk
• Develop investment theses and clear recommendations for ownership and executive leadership

Enterprise Strategy

• Identify new growth vectors across markets, services, partnerships, acquisitions, and adjacent opportunities
• Assess the organization’s competitive position and evolving market opportunities
• Translate long-term strategy into executable priorities, sequencing, and measurable outcomes
• Bring external market intelligence into executive and ownership discussions

Enterprise Transformation

• Lead strategic initiatives supporting enterprise growth and organizational scalability
• Ensure the organizational capabilities, operating infrastructure, and leadership readiness required for future scale
• Anticipate operational and structural implications before major growth initiatives are executed

Growth is easy to talk about. Disciplined growth is harder to build.

What Success Looks Like

The first 12 months should produce evidence, not simply activity.

You’ll be expected to:

• Build a qualified pipeline of acquisition, partnership, and expansion opportunities
• Demonstrate proprietary deal origination independent of brokered opportunities
• Advance qualified transactions through diligence, negotiation, executive approval, and execution
• Establish a credible market-development strategy for Central Florida and the I-4 Corridor
• Build meaningful executive relationships across health systems, physician groups, payers, healthcare operators, and the investment community
• Improve executive visibility into pipeline quality, investment decisions, market priorities, and development progress
• Develop repeatable corporate-development and market-expansion processes
• Partner with Operations on integration readiness and value realization

Activity isn’t the objective. Enterprise value is.

To Be Qualified for This Position, You Have:

• 12+ years of progressive leadership experience in healthcare strategy, corporate development, M&A, healthcare investing, investment banking, or related fields
• Significant experience leading enterprise strategy and growth initiatives
• Demonstrated success originating, evaluating, negotiating, and executing healthcare acquisitions, investments, partnerships, or other strategic transactions
• Experience leading transformation within high-growth or rapidly evolving healthcare organizations
• Proven ability to influence CEOs, ownership, executive leadership teams, and boards
• Strong healthcare expertise, ideally across physician practices, behavioral health, outpatient healthcare, healthcare services, or MSO/PPM organizations
• Strong financial acumen across valuation, modeling, P&L analysis, transaction economics, and investment returns
• Experience working with physician groups, health systems, payers, healthcare operators, private equity, investors, and transaction advisors
• Executive-level negotiation, communication, and relationship-building capabilities
• Demonstrated ability to translate strategy into measurable business outcomes
• MBA or equivalent advanced business degree
• Willingness and ability to travel significantly and be based in Central Florida

The Executive We’re Looking For

We’re not looking for the executive with the longest list of transactions.

We’re looking for the executive who understands why a deal should happen, where growth should happen, how the economics support it, and what the organization must become to create value from it.

You can build relationships without confusing relationships with results.

You can challenge an investment thesis without slowing down the organization.

You can move between strategy, relationships, operations, and capital.

And you’re as comfortable recommending “no” as you are building the case for “go.”

Executive Search Process

The right leadership decision requires more than a résumé—and the right career decision should, too.

Our executive search process is intentionally designed to create meaningful exposure on both sides. We want to understand how you think, lead, make decisions, and create value. Just as importantly, you should have the opportunity to understand our leadership, our ambitions, our challenges, and the mandate you would be stepping into.

1. Recorded Video Interview — Talent Executive
2. Video Interview — Co-Founder & President
3. Video Interview — C-Suite Executive Panel
4. Final In-Person Interview — Executive Leadership & Ownership

The process is designed to provide mutual visibility—into your experience and judgment, and into the leadership team, mandate, and organization you’re evaluating.

Build What Comes Next.

If you’ve created healthcare opportunities instead of waiting for someone else to bring them to you…

If you can move between strategy, relationships, operations, and capital…

If you know when to pursue aggressively—and when the economics say walk away…

And if you want a seat where your judgment can materially influence what an organization becomes next…

We should talk.

Reach out directly to Diana Paul at diana.paul@mypsychiatrist.com.