About Graham Partners:

Graham Partners is a private investment firm principally focused on investing in technology-driven companies in advanced manufacturing and technology-enabled services that are spurring innovation, resulting in product substitutions, raw materials conversions, and disruptions to traditional end markets. Graham can offer control or minority capital solutions and typically targets companies with EBITDA up to $50 million. Since Graham began managing third party capital over 25 years ago, the firm has closed over 160 acquisitions and investments. Investors include college and university endowments, foundations, funds-of-funds, insurance companies, pension plans, high-net-worth individuals, and other institutional investors. Based in suburban Philadelphia, the Firm has access to extensive operating resources and industrial expertise and is a member of The Graham Group, an alliance of independent operating businesses, investment firms and philanthropic entities, which all share in the common legacy of entrepreneur Donald Graham. There are eight investment entities within The Graham Group. Graham Partners, Graham Capital Investments (GCI), LLC ("GCI"), and Graham Sports & Entertainment Partners, LLC ("GSE") are affiliates, and the remaining five GrahamGroup investment entities operate independently from and are not affiliates of Graham Partners, GCI, and GSE, as described in Part 2A of Graham Partners’ Form ADV.

Graham Partners is an Equal Opportunity Employer. We do not discriminate based upon race, color, sex, gender identity, sexual orientation, age, religion, national origin, disability, citizenship status, military status, genetic information, or any other applicable characteristics protected by law. We invite all interested qualified applicants to apply for career opportunities.

Your Role

The VMO is a senior value-creation leader responsible for converting investment theses into measurable EBITDA and enterprise-value outcomes across Graham Partners’ healthcare, medtech, and life sciences portfolio. The role sets the strategic operating cadence that links deal-thesis priorities to execution, and benefits realization—ensuring every portfolio company moves with the speed and discipline our hold period demands.

Operating at the intersection of strategy and operations, the VMO partners directly with portfolio-company CEOs and Chief Transformation Officers to shape value-creation roadmaps, develop the underlying business cases and transformation agenda, and accelerate commercial and operational execution. The role de-risks the challenges that define contract manufacturing for regulated end markets: FDA and quality-system readiness (21 CFR 820, ISO 13485, ISO 9001), customer audits and complaint/CAPA performance, OEM customer concentration and program ramp, manufacturing scale-up and capacity planning, supplier and materials risk, and M&A integration of operations, quality, and commercial functions.

The VMO coordinates closely with GPOC’s functional pillars—Finance Value Creation, Operating Value Creation, Technology & AI, and ESG & Compliance—and serves as the central nerve center connecting investment teams, portfolio leadership, and external advisors around a shared view of value at risk and value created.

Strategic Mandate

• Translate investment theses into value-creation plans. Convert deal-thesis priorities into prioritized, sequenced, and resourced value-creation roadmaps that reflect the realities of CDMO and regulated-manufacturing operating environments—OEM customer program cycles, FDA and quality-system constraints, capacity and capital-equipment lead times, and supplier qualification timelines.
• Institutionalize value-creation discipline across the portfolio. Stand up and scale a portfolio-wide operating system—governance, KPIs, integrated roadmaps, and a single source of truth—across priority portfolio companies (initial target: 8 portcos onboarded), with a goal of measurable, reportable EBITDA and enterprise-value impact.
• Drive execution where it matters most. Ensure ≥90% of priority initiatives have named accountable owners, defined KPIs with baselines, milestone-based plans, and disciplined monthly performance reviews tied to value capture vs. plan.
• Surface the portfolio view. Build and maintain integrated, cross-initiative roadmaps that expose interdependencies, capacity constraints, regulatory dependencies, and capital needs—giving Operating Partners and the Investment Committee a real-time, decision-grade picture of portfolio health.
• Make value visible. Deliver board-ready dashboards and Investment Committee narratives that translate operating progress into enterprise-value language: EBITDA bridge, multiple expansion drivers, value-at-risk, and benefits realization vs. underwriting.

Core Responsibilities

• Value-creation strategy & portfolio governance. Architect the VMO operating model—steering committees, working sessions, escalation paths, and decision rights—that connects investment thesis to execution. Define the operating playbook used across the healthcare portfolio.
• Program design & integrated planning. Partner with portco leadership and GPOC operating partners to scope high-impact initiatives across commercial growth and customer expansion, operational excellence and plant productivity, quality and regulatory readiness, manufacturing scale-up and capacity planning, supply chain and supplier qualification, and digital/AI transformation. Consolidate into an integrated portfolio view with clear sequencing and capital implications.
• Benefits realization & performance management. Own the value-tracking framework end-to-end: baseline definition, KPI design, value attribution, and outcome reporting. Hold initiative owners accountable for outcomes—not activity—at both the portco and portfolio level.
• Risk, regulatory & interdependency management. Identify cross-functional risks early—particularly those unique to CDMOs serving regulated end markets (FDA inspections, customer quality audits, CAPA and complaint trends, recalls, OEM customer concentration, program ramp delays, sole-source supplier exposure, and capacity bottlenecks). Drive structured mitigation, scenario planning, and decision paths to Operating Partners and the Investment Committee.
• M&A integration & carve-out execution. Support add-on integrations and carve-outs by embedding VMO discipline into Day 1 and 100-day plans, with particular attention to integrating quality systems, regulatory filings, commercial and operations functions.
• Enablement, tooling & ways of working. Lead deployment and adoption of GPOC’s PMO platform (Conductor) and value-management standards across portcos. Coach portco leadership teams on operating mechanisms, performance cadences, and value-creation best practices.
• Stakeholder engagement & C-suite partnership. Operate as a trusted advisor to portco CEOs and Chief Transformation Officers, with regular partnership across Chief Operating Officers and Chief Commercial Officers; coordinate with the Finance Value Creation team on CFO-facing workstreams. Align deal teams, functional operating partners, and external advisors around a shared agenda and crisp, outcome-oriented communication.
• Portfolio-company interface. Work in lock-step with each portco’s transformation leader (e.g., Chief Value Acceleration Lead, CVAL) to embed operating cadence, measure impact, escalate the right issues at the right time, and ensure value-creation plans remain dynamic and grounded in commercial and regulatory reality.

We seek top-tier talent with the following qualifications:

• CDMO, contract manufacturing, or life sciences depth. Direct experience driving value creation, transformation, or operating leadership within CDMOs, medical device contract manufacturing, diagnostics, pharma services, or other regulated manufacturing businesses serving OEM customers. Working familiarity with FDA regulatory pathways and quality systems (21 CFR 820, ISO 13485, ISO 9001), customer audit dynamics, and OEM commercial relationships is strongly preferred.
• 10+ years driving complex, cross-functional value creation. Background in top-tier strategy consulting, PE operations, or enterprise transformation leadership—with a track record of aligning strategy, capital, and execution across multiple programs or business units.
• Portfolio-grade governance and measurement. Demonstrated success standing up VMO/PMO operating systems, KPI architectures, and portfolio-management tooling across multiple companies or business units—translating ambiguous strategic intent into measurable, governed execution.
• Financial and commercial fluency. Strong command of EBITDA bridges, value-creation modeling, business-case quantification, and executive-ready reporting. Comfortable interrogating operating KPIs and commercial metrics with portco leadership and Operating Partners, and partnering with Finance Value Creation on financial deep-dives.
• Executive presence and influence. High EQ and proven ability to earn trust and drive action with C-suite leaders, founder-led management teams, deal partners, and functional experts—often without direct authority.
• Bias for outcomes. Operates with intellectual honesty about what is working and what is not; willing to challenge sacred cows, reset plans, and hold the line on accountability.

Tools & Methods

• PMO and portfolio tools: Conductor (primary), supported by GPOC’s standard VMO templates, dashboards, and value-tracking frameworks.
• Operating framework: GPOC’s end-to-end value-creation methodology across the deal lifecycle—diagnostic, definition, planning, execution, and sustainment—tailored to the regulatory, manufacturing, and commercial dynamics of CDMO and life sciences investing.

Travel:

• Periodic travel to portfolio companies, manufacturing sites, and customer or commercial operations based on program needs and value-creation priorities.

We Offer Competitive Compensation & Benefits:

• Comprehensive health benefits package, including medical, dental, and vision
• 401(k)
• Opportunity for a hybrid office schedule
• Paid firmwide holidays
• Ongoing training
• Wellness stipend / Fitler Club membership
• Paid parental leave