About the role
Employment Type: Full-Time, Salary
Reports to: Chief Growth Officer
Role Summary
Peregrine Health runs a proven managed services model for behavioral health inside Federally Qualified Health Centers. We take the program end to end: staffing, operations, technology, and reimbursement, so a health center can grow behavioral health access without carrying the build itself.
Today, we are building the system to take the model to FQHC organizations across the country.
We are looking for someone with real contacts and deep knowledge of the health center market to help drive our growth. You will map the target market, tell us where we need to be, broker the introductions that turn into partnerships, and build the CRM discipline underneath all of it.
Your work will be focused on brokering key introductions, finding new avenues into qualified organizations, building rapport with the prospect ahead of and alongside the executive conversations, and making sure every meeting is prepared and every deal keeps moving between them.
Strategic Importance
Peregrine’s growth relies on getting in front of the right health center organizations at the right time. This role turns deep market knowledge into results within a relationship-driven market. Done well, it is the difference between a pipeline built on cold outreach and one built on credibility and introductions.
Key Responsibilities
Market and ecosystem intelligence. Tell us where we need to be. Which conferences matter and which are not useful. Which third-party groups, networks, and consulting firms are viewed positively by health center leadership and are worth getting close to. Who the major players are, what is going on inside them right now, and what the best path in actually looks like. You should be able to walk the floor of a national conference and drive the strategy and execution on who we need to connect with.
The target universe and Ideal Partner Profile. Build and maintain the national market map of qualified health center accounts, screened on encounter volume, payer mix, behavioral health maturity, and organizational readiness. Turn the qualification logic into written criteria the team applies in the first meeting rather than the eighth.
Target prioritization and intro paths. For every priority account, answer three questions: why them, why now, and how do we get in the room. Map decision makers, trace warm paths through partners, investors, advisors, and associations, and package it so an executive walks in prepared.
Pipeline infrastructure. Own the CRM, stage definitions, deal tracking, and forecast hygiene. Build reporting the executive team and the board actually use.
Conversion and stakeholder analytics. Instrument the funnel so we can see it. Which entry points convert, which stakeholders move a decision, where deals slow down, and what changes the outcome. Health center decisions are consensus decisions, and we want data on how they actually get made.
The introduction engine. Turn that market read into a calendar and a set of plays. Conference and speaking placement, the relationships with the third-party groups worth cultivating, the partner-sourced introduction motion, co-branded proof points, and outbound sequencing. Repeatable plays, not one-offs.
Deal support and rapport building. Prospect research briefs, discovery prep, tailored materials, and the relationship work that builds rapport across a prospect organization and advances a deal between executive conversations.
Qualifications
Required
Direct and deep FQHC experience. You have sold, delivered, consulted, or operated inside Federally Qualified Health Centers.
A national view of the FQHC market. You can name the major health center organizations across the country without looking them up, and you know what is going on inside them: who the innovators are, who is in leadership transition, who carries weight with peers. You do not need to know everyone. You do need to know who matters and who to ask about the rest.
Fluency in the ecosystem around health centers. You know which conferences and convenings are important, which third-party groups and networks health center leadership actually respects, and how an outside organization earns standing in this community.
Reimbursement literacy. Working fluency in PPS economics, wraparound rates, and Medicaid managed care dynamics. You understand their business and know how to position us for success.
Analytical structure. You can build a market map from scratch, defend a prioritization, and evolve quickly as the data suggests.
Where we expect you have been
- A company whose revenue depends on health center relationships, in a growth, partnerships, consulting, market development, or client leadership seat
- National FQHC strategy, development, or capital advisory
- Health center controlled networks, primary care associations, or NACHC-affiliated entities
- A growth, strategy, or business development seat inside a large health center organization itself
The health center market is national and so is this role. The role is remote, with regular travel to partner sites, conferences, and our Nashville office.
Benefits
- Competitive salary.
- Full medical, dental, and vision coverage.
- 20 days of paid time off plus nine paid holidays.
- 401(k) with employer match.
- $1,800 annually toward mental healthcare.
- $5,000 fertility-care benefit.
- Bonus eligibility.