Why You’ll Love Working Here
high-performance, people-focused culture
our commitment that equity, diversity, and inclusion are fundamental to our work environment and business success, which helps employees feel valued and empowered to be their authentic selves
learning and development initiatives, including workshops, Speaker Series events and access to LinkedIn Learning, that support employees’ career growth
membership in HOOPP’s world class defined benefit pension plan, which can serve as an important part of your retirement security
competitive, 100% company-paid extended health and dental benefits for permanent employees, including coverage supporting our team's diversity and mental health (e.g., gender affirmation, fertility and drug treatment, psychological support benefits of $2,500 per year, parental leave top-up, and a health spending account)
optional post-retirement health and dental benefits subsidized at 50%
yoga classes, meditation workshops, nutritional consultations, and wellness seminars
the opportunity to make a difference and help take care of those who care for us, by providing a financially secure retirement for Ontario healthcare workers
Job Summary
HOOPP is establishing a senior leadership role to lead the business transformation of its investment platform, with focus on end-to-end investment capabilities across the investment lifecycle, with initial emphasis on front-and-middle office systems, data, and operating model. As the organization continues to grow in scale and complexity, HOOPP must modernize how investment decisions are supported – across research, portfolio constructions, execution, risk, performance, and reporting – while ensuring today’s change builds toward a coherent, future-ready platform. The VP, Investment Product Strategy & Transformation is accountable for defining and owning the business vision, priorities and sequencing of this transformation, including the investment product roadmap—the set of capabilities, products and workflows that underpin how investment decisions are made, executed, measured, and evolved across the Fund. This is a business-owned transformation role, not a technology delivery or investment decision role. The mandate is to bring clarity, coherence, and discipline to what HOOPP builds and modernizes—ensuring investment teams have better tools, clearer data, and simpler ways of working so they can move faster, make consistent decisions, and handle greater scale—without losing effectiveness over time. At the outset, the role is focused on driving the business outcomes of HOOPP’s investment technology transformation: defining what “product-led” means at HOOPP, putting the basics in place (ownership, prioritization, governance and ways of working), and ensuring modernization initiatives deliver meaningful business outcomes. Over time, the role becomes the long-term business steward for the investment platform, continuously evolving the roadmap as strategies, markets and capabilities change. The role partners closely with the VP, Investment Solutions Group (ISG Technology), who owns the enabling technology roadmap, delivery execution, and production operations required to execute the roadmap, as well as with Investment Management, Finance, Risk, and other enterprise functions.
What You Will Do
Lead the Investment Platform Transformation
Accountable for the business vision and outcomes of the transformation of HOOPP’s investment platform, with particular focus on front- and middle-office capabilities.
Define the future-state investment platform and guide the multi-year transition from today’s fragmented environment to a more integrated, scalable, and resilient set of capabilities.
Set and enforce sequencing of transformation initiatives, balancing near‑term business needs with long‑term platform integrity.
Investment Product Strategy & Vision
Define and communicate a clear, multi‑year vision for HOOPP’s modern investment platform—defining target outcomes, guiding principles, and required capabilities across the full investment lifecycle (front, middle, and back office) and all asset classes.
Partner with Investment Management, Finance, Risk and enterprise stakeholders to gather, synthesize, and continuously refine strategic investment capability.
Create and maintain a simple, shared map of our “investment products” (the key end‑to‑end capabilities we rely on), clearly defining what counts as an investment product, how each product supports specific business outcomes, and when ownership should sit with one central owner versus being owned within individual teams.
Translate investment business priorities and strategy into clear, outcome‑oriented product roadmaps.
Own the investment data product from a business perspective, defining data requirements, priorities, ownership, stewardship, and quality accountability by product, in partnership with ISG Technology.
Enterprise Prioritization, Trade‑offs and Governance
Chair and lead senior executive governance forums for investment platform transformation, serving as the primary business authority on priorities, sequencing, and trade‑offs, and escalating recommendations to the executive and Board‑level committees as required.
Establish and lead an Investment Product Owner Council to coordinate priorities across asset classes, functions and domains.
Own enterprise‑level prioritization recommendations actively resolving trade‑offs across competing demands from Investment Management and other functions.
Design and evolve a transparent, enterprise‑wide prioritization and budgeting framework aligned to long‑term objectives.
Shape how priorities flow into governance and funding forums, with a mandate to simplify, modernize and improve decision quality over time.
Ensuring Change Delivers Intended Business Outcomes
Own the product roadmaps and business outcomes and partner with ISG technology application owners to translate it into an integrated delivery plan with agreed sequencing, dependencies, and tradeoffs.
Partner with enterprise program and delivery management functions across IT and the business to sequence initiatives, manage dependencies, and align expectations, with delivery teams retaining accountability for execution discipline.
Maintain shared accountability for business capability outcomes, ensuring initiatives deliver intended what investment teams actually need.
Act as a consulted partner throughout initiative lifecycles to ensure scope, intent, and outcomes remain aligned to the overall product strategy.
Operating Model Design & Leadership
Lead the shift to a product‑led model for HOOPP’s investment platform—ensuring strategy, priorities, delivery and data outcomes remain aligned with execution.
Stand up the Investment Product Strategy function, starting lean and scaling deliberately as value is demonstrated.
Define and refine roles, responsibilities, and interaction models across Business Product Owners, ISG Technology, PMO, Finance, and Risk.
Establish consistent, repeatable ways of working across Investment Management, reducing reliance on one‑off, improvised approaches.
Provide matrixed leadership to Product Owners, recognizing that some will remain embedded in their functions.
Act as senior “connective tissue” across Investment Management, Finance, ISG Technology, and enterprise functions, guiding decisions, sequencing, and trade‑offs where ownership is distributed.
Enterprise Change & Adoption
Lead the institutional change required to embed new investment product capabilities, ensuring new tools, data, and workflows become part of how investment teams work—not parallel processes.
Partners with leaders across Investment Management, Finance and Risk to drive alignment between technology change, operating model change, and decision‑making behavior, so transformation outcomes are sustained over time.
Ensure accountability for change sits with business owners and governance, rather than standalone change or communications programs.
What You Will Bring
Bachelor’s or Master’s degree in Finance, Economics, Business, Engineering, Computer Science, or a related field.
10+ years of relevant experience in investment management or adjacent domains, including meaningful exposure to technology, data, or transformation initiatives.
Senior (VP-level or equivalent) leadership experience in leading investment platforms, operating model or front-/middle office transformations within a complex investment organization.
Deep understanding of investment workflows and systems, with credibility with senior stakeholders across Investment Management, Finance, ISG Technology and Risk.
Proven effectiveness in matrixed, influence-driven settings, including resolving enterprise level prioritization decisions and trade‑offs without direct authority.
Demonstrated ability to translate strategy into clear, executable roadmaps, balancing innovation, scalability, risk, and cost.
A product- and capability-oriented mindset, with a focus on end-to-end workflows, reuse, and compounding institutional advantage, rather than point solutions.
Experience leading enterprise change in complex professional environments, where adoption depends on credibility, governance, and operating-model design rather than directive authority.
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