The Healthcare of Ontario Pension Plan, known as HOOPP, is one of those institutions that manages billions without making much noise. It is the pension plan for Ontario's healthcare workers, and right now it is changing the person in charge of its private equity business. The move was announced in an internal memo reviewed by Bloomberg, and a spokesperson for the plan confirmed the change.
The handoff is staying inside the group, at least for now. That means the people who already run the deals are the ones who will keep running them. It is a quiet handoff, and quiet is how big funds like it.
Growth on that scale is not a quick trade. It comes from buying companies, helping them get stronger, and selling them when the timing is right.
She brought experience from one of the biggest names in Canadian investing. Prior to HOOPP, she held several private equity positions at the Canada Pension Plan Investment Board over a six-year period, according to her LinkedIn profile.
Private equity sounds complicated, but the idea is simple. A fund uses money from pensions to buy companies that do not trade on public stock markets, works to make those companies stronger, and sells them later for a gain that flows back into the pension plan.
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Most members never see any of that work. They just expect the pension to be there when they retire, which is exactly why this part of the plan carries real weight.
That is the day job Hall-Kimm has been running, and it rewards patience. Deals often take years to play out, so stepping in with existing knowledge is a real advantage.
HOOPP is big enough for this work to matter. At the end of 2025, the plan held C$132 billion in total assets, and the private equity piece, at C$24.2 billion, is a meaningful slice of that.
Private equity is a long-term asset class, and HOOPP's approach has been to build a portfolio of companies that can deliver steady returns over many years. For a pension plan serving more than 504,000 healthcare workers, these investments help ensure that benefits are funded without requiring higher contributions from employers or members.
While the departure of a senior leader can raise questions, the fact that the two interim co-heads come from within the group means the institutional memory and deal relationships remain intact. This continuity is valuable in a business where trust and experience matter.
Leadership changes at this level are rarely a crisis. People move between jobs all the time, and pension plans are built to survive the moves.
Still, the handoff lands at a moment when the portfolio has grown. The people taking over know the deals, the team, and the plan's own way of doing things.
The human side is easy to miss behind the dollar figures.
For those members, this change is mostly a footnote.
Pension money is patient, and the co-heads are the ones carrying that patience forward. The next time a leader quits at any fund, the question is not who left but who stays and whether they know the portfolio, and here the answer is two people who already run the deals.
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