FP&A Director

Our client is an agile, PE-backed organization currently navigating a period of explosive growth. Operating within a high-volume transaction-driven model, they require a finance leader who can act as a true extension of the CFO.

This isn't just about managing a budget; it's about building the engine. You will own the FP&A function end-to-end, moving beyond traditional support to drive financial strategy, improve visibility, and prepare the organization for its next level of expansion.

Key Responsibilities

• Own the Function: Lead the end-to-end FP&A cycle, including month-end close support, rolling forecasts, annual planning, and executive reporting.
• Build & Refine: Establish scalable processes and a consistent reporting cadence that provides "one version of the truth" for the board and leadership.
• Strategic Partnership: Act as a right hand to the CFO, translating complex transaction data into actionable narratives and performance insights.
• Revenue & Cost Mastery: Own both sides of the P&L, specifically focusing on revenue forecasting within a transaction-based model (volume, pricing, and margin dynamics).
• Insight Generation: Identify business drivers, risks, and opportunities to support data-backed decision-making.

The Ideal Profile

• Experience: 8–15+ years of progressive FP&A experience, with a clear track record of owning the full cadence of a finance department.
• Industry Knowledge: Prior experience in Fintech, Payments, or SaaS is highly preferred, specifically within transaction-driven revenue models.
• Communication: Exceptional executive storytelling skills; you can distill complex data into clear, high-level strategic takeaways.
• Technical Rigor: Advanced Excel and financial modeling skills are a baseline requirement.
• Mindset: Comfortable operating as a lead or sole resource in a lean, fast-paced PE environment where "getting your hands dirty" is part of the success.

What Success Looks Like

In the first year, you will have established a reliable, scalable FP&A cadence that reduces the CFO's involvement in day-to-day execution and significantly elevates the quality of financial decision-making for the entire organization.