Special Projects & Strategic Finance, Ambience Healthcare

• The archetype: You take a strategic direction and turn it into something concrete and usable – fast
• You're the person who, given a one-page prompt on a partnership opportunity, can produce a compelling "here's why this works for both sides" narrative backed by real numbers within days
• You've built financial models under pressure, written memos that senior leaders actually used to make decisions, and operated in environments where the work had to be good enough to act on, not just good enough to present
• 3–7 years of professional experience in roles that required both analytical rigor and business judgment. Investment banking, private equity, management consulting, strategic finance, or corporate development backgrounds are all strong fits – especially if you've also spent time in an operating environment where you had to turn analysis into action
• Strong financial modeling skills. You can build a model from scratch – revenue projections, unit economics, deal scenarios, sensitivity analysis – and you're comfortable iterating on it live as assumptions change. This is a core requirement, not a nice-to-have
• Clear, structured written communication. You'll produce memos, pre-briefs, and partnership decks that go directly to Mike and, in some cases, to external partners and executives. Your writing needs to be precise, well-organized, and built for decision-making
• Comfort with ambiguity and speed. The problems you'll work on won't come with a clear brief or a two-week timeline. You need to be able to scope an ambiguous question, figure out what data you need, get to a useful answer quickly, and flag what you're uncertain about

Desirable

• You will work closely with Mike Ng, President and Co-Founder, and the OOTP's Chief of Staff on the analytical, financial, and strategic work that underpins Ambience's most important external partnerships and market expansion decisions
• The OOTP operates at the pace of the business – which means fire drills, compressed timelines, and deliverables that need to be real enough to use in high-stakes meetings, not polished enough to frame on a wall
• You'll receive strategic direction from Mike, translate it into financial models, partnership narratives, competitive analyses, and market sizing exercises, and iterate rapidly as the picture sharpens
• The work will be messy before it's clean, and you'll be expected to produce something useful fast, then make it better
• Mike operates in deep alignment with the philosophy outlined in The Great CEO Within by Matt Mochary – a playbook for founder-operators that emphasizes radical prioritization, impeccable agreements, and building leaders who own outcomes rather than just tasks
• When Ambience evaluates a potential strategic partnership, someone needs to build the case: what does the combined offering look like
• Where is value created for both sides
• What's the revenue and margin impact of co-investing versus going it alone
• You'll build these narratives – part strategic slideware, part financial analysis – and pressure-test them with Mike before they go into a room that matters
• This is the single most acute need on the team
• When partnership negotiations move into deal structuring, you'll build the models that inform Ambience's position – pricing scenarios, margin analysis, revenue projections, sensitivity tables
• When a negotiation compresses into a 72-hour sprint, you'll be building and updating models in real time as terms shift
• Mike spent 5+ years in private equity and investment banking, so the bar for financial rigor is high
• Ambience is continuously evaluating where to expand – new care settings, new product categories, new distribution channels
• You'll research and size these opportunities, analyze direct and indirect competitors (their positioning, their true capabilities, their likely future direction), and produce the analyses that inform what to pursue and what to pass on
• The OOTP handles the problems that don't fit neatly into any one department
• One week you might be evaluating a potential acquisition target
• The next you might be building a briefing memo for a board meeting
• The week after that you might be sizing the economics of a new product category to decide whether it's worth engineering investment
• The common thread: these are high-stakes decisions where the quality of the analysis directly affects the outcome, and they tend to arrive on short timelines