This is a senior, high-visibility role reporting directly to the VP FP&A. You will own the full planning and performance management cycle — annual operating plan, long-range model, quarterly forecasts, and the reporting that connects financial results to business decisions. You will be the primary finance partner to the VP FP&A, CFO, and functional leaders, and the person who sets the standard for analytical rigor across the Finance team. You will also directly manage a team of FP&A managers and analysts, and be expected to develop them into strong, independent business partners.
This role requires someone who operates with both intellectual depth and executional discipline — equally comfortable pressure-testing a SaaS unit economics model and driving a month-end close calendar across a global team.
What you will own:
Planning & Forecasting
- Own the end-to-end annual operating plan (AOP) process: timeline, methodology, cross-functional coordination, consolidation, and executive presentation
- Maintain and evolve the long-range financial model (3–5 year), including scenario analysis for strategic decisions — headcount expansion, market entry, product investment, M&A
- Run a rigorous monthly and quarterly reforecast cycle; ensure leadership always has an accurate, well-reasoned view of where the year is landing
- Partner with department heads to build bottom-up budgets that are challenging, credible, and owned by the business
Business Partnering & Decision Support
- Serve as the senior finance partner to the organization, especially GTM, Product, and People leadership — translating financial data into clear business insight and recommendations
- Lead investment case development for major decisions: new market expansion, headcount plans, pricing changes, vendor contracts, and capital allocation
- Build a best-in-class business partnering model across the FP&A team, ensuring every major function has a dedicated, trusted finance partner
- Bring financial discipline into commercial conversations — deal structuring, customer economics, and go-to-market efficiency
SaaS Metrics & Performance Management
- Own the company's SaaS financial metrics framework: ARR, NRR, GRR, CAC, LTV, payback period, Rule of 40, and gross margin
- Design and maintain management reporting that connects operational drivers to financial outcomes — not just what happened, but why and what to do about it
- Lead the monthly business review (MBR) and quarterly board reporting pack; ensure narrative, data, and forward view are compelling and board-ready
- Build and maintain headcount models, capacity plans, and departmental cost tracking in partnership with People and departmental leaders
Systems, Data & Process Transformation
- Lead the maturation of FP&A tooling: move the function from spreadsheet-heavy workflows toward a modern planning platform (Pigment or equivalent)
- Partner with Finance Operations and BI/Data teams to establish a single source of truth for financial and operational metrics
- Define and enforce planning data standards — chart of accounts alignment, cost center structure, headcount definitions — that enable consistent, trusted reporting
- Drive continuous improvement in the close-to-report cycle: faster close, cleaner data, more time for analysis
Team Leadership & Development
- Directly manage and develop a team of FP&A Managers and Analysts; set high standards and invest in their growth as analytical thinkers and business partners
- Run structured deal and model reviews; coach the team on storytelling, financial rigour, and stakeholder communication
- Build a team culture that values intellectual curiosity, precision, and commercial awareness in equal measure
• • Play an active role in Finance leadership alongside the Treasury and Procurement Senior Managers — contributing to a coherent, high-performing Finance function