Role purpose
Lead the affiliate performance agenda by integrating commercial, demand and financial information into one forward-looking view of the business. The FP&A Lead is accountable for affiliate planning and consolidation, regional submissions and team leadership, while serving as a strategic Finance partner to commercial leaders across South Africa and Region Africa. The role ensures that recommendations presented to the Finance Director are commercially relevant, financially sound and supported by a reconciled affiliate view.
The FP&A Lead owns the breadth and final integration of the affiliate Finance agenda, with commercial partnering embedded across the business. The role provides enterprise-level strategic support and constructive challenge while ensuring that Finance Managers remain close partners to their respective business areas.
Key responsibilities
- Lead affiliate planning and forecasting. Manage the monthly Latest Best Estimate (LBE), annual Plan and Long-Range Plan (LRP) processes, including calendars, assumptions, business input reviews and the delivery of one reconciled affiliate view.
- Provide commercial-finance leadership. Partner with Business Unit Directors and commercial leaders to translate performance into actionable insight, challenge material assumptions and evaluate investments, pricing, portfolio choices and business cases.
- Drive performance management. Integrate actual results, forecasts, risks and opportunities; explain key drivers; and recommend actions that improve business performance and predictability.
- Own affiliate consolidation and regional submissions. Evaluate and reconcile business-unit, demand and cross-functional inputs, and ensure accurate, consistent and timely submissions and responses.
- Support sound decision-making. Review and endorse Finance recommendations before escalation to the Finance Director for approval or decision, as applicable.
- Lead and develop the team. Set priorities for the Finance Managers and Demand Manager, allocate capacity, delegate effectively, coach team members and maintain high standards of output quality.
- Strengthen ways of working. Clarify ownership across Finance, provide direction and quality oversight, and avoid duplicating work assigned to Finance Managers or assuming ownership of supply-chain execution.
- Champion continuous improvement. Simplify, standardize or eliminate reports, models and processes that do not support effective decision-making, while strengthening controls and data quality.
Key stakeholders
- Finance Director and Country leadership.
- Business Unit Directors and their respective commercial leadership teams.
- Regional Finance and Financial Support Services.
- Financial Controller and Supply leadership.
- Sales, Marketing, Market Access, Medical and Human Resources.