Chief Investment Officer
InBC Investment Corp

Build Momentum from a Strong Foundation and Growing Market Trust

InBC has quickly gained recognition in British Columbia’s venture capital and entrepreneurial communities as a credible, constructive, and collaborative investor. Stakeholders consistently describe the team as thoughtful, accessible, and well‑liked—a reputation that provides the incoming CIO with a valuable platform from which to further build partnerships and leadership within the ecosystem. With over $500 million in funding from the Government of British Columbia, $165 million in capital already committed, and more than 30 BC‑based companies supported through direct and fund investments, the foundation is solid. The CIO will have an incredible opportunity to build upon this momentum.

Make an Impact

InBC’s mandate to ‘grow companies and drive economic growth’ for BC has never been more vital than it is today, amid ongoing economic and geopolitical challenges. The CIO will truly have a unique opportunity to assume a critical and highly influential leadership role and contribute meaningfully to the overall prosperity for the province, its people and the planet.

Demonstrate Investment Leadership

While the organization’s initial phase post‑inception focused on establishing governance, processes, and early investments, this next phase will focus on sharpening the strategic lens and defining success for InBC’s portfolio.

This includes articulating a more assertive investment strategy, aligning capital deployment with the evolving needs of the BC economy, and proactively identifying opportunities and sectors where InBC can contribute with conviction. The CIO will be expected to collaborate with the CEO, and other leadership team members, to set a clear vision and bring a ‘point of view’ on how the fund can be catalytic, additive, and distinct in the market. This may include exploring different financing tools to fill market gaps. As InBC matures, there is also an opportunity to assume a more visible leadership role within the investment ecosystem—as a strategic voice shaping the future of venture and growth capital in BC.

Enhance Portfolio‑Level Strategies and Management

With an increasing number of follow‑on funding requests from existing investees, there is a growing importance in portfolio‑level decision‑making. The CIO will need to define and execute on clear strategies to manage risk, optimize asset allocation, and make timely decisions about course corrections and potential exits. This also includes working closely with portfolio companies, providing counsel and strategic advice on how these organizations can effectively scale or attract additional capital. These responsibilities are integral to InBC’s ambition to become an evergreen fund and will require strong investment discipline, a long‑term perspective, and deep familiarity with the dynamics of venture and growth capital.

Lead in a Complex Governance Environment

InBC’s governance structure is unique. While it operates independently in its day‑to‑day investment decision‑making, it is ultimately accountable to two shareholder ministries through its Board of Directors. This adds complexity to how capital is deployed and reported. The CIO must operate with fluency in both public‑ and private‑sector contexts, managing upward to the CEO and Board while remaining mindful of the reputational implications of each investment. In partnership with the CEO, the CIO must ensure alignment, transparency, and trust with all stakeholders—always conscious of the various risks associated with investments—while also ensuring that the organization meets the goals and objectives of its shareholders.

Run Portfolio Management

A key part of the CIO’s responsibility will be managing the overall health of the existing portfolio. Key to this is risk management and continual oversight and communication with its portfolio companies and fund partners. Specific experience working with companies through exits, recapitalization and economic cycles would be extremely beneficial. The CIO must also ensure they, and the investment team, are well positioned to provide advice, counsel and support to investees as they seek to realize their potential.

Balance Financial Returns with Triple Bottom Line Objectives

InBC’s mandate to deliver economic, social, and environmental outcomes introduces a set of trade-offs that the CIO must be prepared to navigate. Investment decisions must focus on driving financial performance while also integrating ESG principles and reflecting a long-term vision for inclusive economic growth. The successful candidate will bring both investment acumen and a nuanced appreciation of how impact is defined, measured, and communicated while always ensuring financial returns are maintained.

Build a Cohesive and High‑Performing Investment Team

The incoming CIO will lead a team of talented investment professionals with various levels of experience. The CIO will be responsible for refining the group’s focus, accountability, and cohesion. This includes fostering a performance culture grounded in collaboration, sharpening internal processes, and ensuring clarity of roles and expectations. As the portfolio grows and matures, so too will the demands on the team—making leadership, mentorship, and team development a core component of the CIO mandate. The incoming CIO will inherit a strong, collaborative investment team and must recognize and build on this existing bench strength to drive future success.