About SAMY
SAMY is a global network of independent marketing and communications agencies, using research, technology, strategy, creativity, and performance to deliver impactful, data-driven solutions and drive growth for brands. With over 1000 employees in 15+ offices across 18 countries (Europe, U.S., Latin America) and operating in 55 markets, SAMY serves over 100 leading clients, specializing in award-winning, end-to-end digital campaigns.
Mission
The Head of FP&A will build, lead and continuously develop SAMY’s Financial Planning & Analysis function in a services-based, multi-country group with an active M&A strategy.
The role combines strong ownership, hands-on execution and strategic thinking. Working closely with the Group CFO, the Head of FP&A is responsible for ensuring that management accounts, forecasts and analytical outputs are robust, consistent and decision-ready, supporting effective decision-making across the Group.The role is expected to consistently add a strong analytical layer, moving beyond reporting to provide interpretation, insight and forward-looking perspectives.
This position requires someone able not only to run FP&A processes, but to shape the function itself: defining standards, improving ways of working and scaling the area as the Group grows.
Key responsibilities
1. Group FP&A ownership
Take full ownership of the FP&A function at Group level, defining its scope, operating model and priorities.
Design, evolve and continuously improve FP&A processes, standards and deliverables as the Group scales.
Act as the reference point for FP&A across all markets, ensuring clarity, consistency and credibility.
2. Management accounts & forecasting
Own the monthly management accounts and performance review process, ensuring results are comparable, well-explained and focused on key business drivers.
Lead the quarterly reforecast and outlook cycles, coordinating inputs from all markets and consolidating them into a coherent Group view.
Ensure that all management accounts and forecasts are accompanied by clear analysis of drivers, variances and implications, not just the numbers themselves.
Ensure that variances, risks and opportunities are clearly identified, understood and linked to operational realities.
3. Business partnering & country interaction
Act as the primary FP&A counterpart for country managers and key business leaders.
Support local leadership with performance analysis, outlooks and scenario assessments, while constructively challenging assumptions.
Use analysis to challenge, guide and support business leaders in their decision-making, rather than acting as a passive reporting function.
Translate local business dynamics into Group-level insight, preserving nuance without losing comparability.
4. M&A integration & scalability
Lead the rapid integration of newly acquired companies into the Group’s FP&A and reporting framework.
Define and enforce a standardised reporting model that enables fast onboarding of new entities without disrupting Group visibility.
Act as the FP&A reference during post-merger integration, ensuring continuity and early comparability of management information.
Balance speed and rigour, prioritising early transparency and usability over theoretical perfection.
5. FP&A tools & data (Abacum as cornerstone)
Own and continuously develop Abacum as the Group’s core FP&A platform, embedded across management accounts, forecasting and performance analysis.
Drive adoption of Abacum across all markets, including newly acquired companies, as the single source of truth for planning and performance.
Define data structures, models and governance to ensure scalability, reliability and consistency as the Group grows.
Experience with Abacum is highly desirable; experience with other modern FP&A tools (e.g. Adaptive, Anaplan, Pigment) is acceptable, provided there is a clear ability to adapt quickly.
6. Team leadership
Build, lead and develop a team of 3 FP&A professionals, setting direction, priorities and clear quality standards.
Coach the team to combine analytical rigour with business relevance.
Grow the function over time from reporting-focused to true performance management and insight generation.
Key stakeholders
Group CFO
Country Managers and local leadership teams
Controlling, Accounting and Treasury teams