Corporate Development LeadThe Strategic Finance TeamExamples of key problems the team is working on- Raise capital at the scale of a sovereign, not a startup. Powering 10s of GW will take hundreds of billions of dollars in debt and equity, a capital program that rivals a national infrastructure budget. You won't run a financing process; you'll assemble one of the largest pools of private capital in the industry.
- Invent the instruments, don't pull them off the shelf. AI infrastructure is too new for the playbook to exist: credit support backed by equity warrants, hyperscaler-guaranteed leases, project finance underwritten against power and chips. You won't apply standard structures; you'll create the ones the rest of the market ends up copying. Few finance teams sit where energy markets, GPU supply, land control, and credit all converge.
- Close at the speed of the build, not the speed of finance. Capital has to land in lockstep with gigawatts coming online: multiple landmark transactions running at once, on timelines most banks would call impossible. You'll redefine how fast serious capital can move.
Role Scope- Own the corporate development pipeline end to end: which situations are worth pursuing, which instrument fits each one, and which to walk away from.
- Structure deals that have no template, including joint ventures, minority stakes carrying governance rights, convertible and warrant-linked instruments, and opportunistic control acquisitions built for the specific situation.
- Underwrite each opportunity against both objectives at once, what it secures strategically across power, land, supply chain, and capability, and what it returns financially, and make the call when those two answers diverge. Test every one against the critical path of the build with strategic sourcing and capacity planning, on what to buy, what to build, and what to take a stake in.
- Negotiate directly with principals and their counsel on the terms that carry a bespoke deal: governance and control rights, exclusivity and offtake commitments, anti-dilution, information and board rights, and exit mechanics.
- Carry each deal into the company, aligning the CEO and legal on what is being committed and the teams who inherit it, power, strategic sourcing, and infrastructure, on what it changes for their plan, then handing them a clean account of it at close.
What We're Looking ForThe below is a starting point. We always make space for exceptional people, so if you don't fit this role exactly, tell us where you would.- You've led deals from a principal seat where the capital and the outcome were yours to own: private equity, growth equity, special situations, infrastructure or energy investing, or corporate development inside a company acquiring its own supply chain.
- You've been the name on the deal, the one principals and their counsel called directly and the one who answered for it when it closed or died.
- You've taken deals with no clean comparable from first conversation through close, choosing the instrument, the governance, and the downside protections from the situation up, with the model built to answer the question the structure raised instead of to justify a decision already made.
- You've killed deals that looked good on paper, and you can walk through the reasoning that got you there before the money was committed.
- You hold a strategic objective and a financial one in view at the same time, and you've made the call yourself when the two pointed in different directions.
- You've negotiated governance, control, and protective terms across the table from principals and their counsel, and you know which points are worth trading and which ones end the conversation.
- You write to a decision: a memo of yours has moved a CEO, an investment committee, or a board from undecided to committed.
- Bonus: Power, energy, or digital infrastructure counterparties. Joint ventures and corporate partnerships that carry commercial and equity terms together. Supply chain or vendor investment structures. Markets where the regulatory or technology picture was still moving while you were underwriting.
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