Strategic Finance Manager

Company Financial Model and Scenario Planning

• Own and continuously improve the company’s integrated three-statement financial model.

• Translate operational drivers—including bookings, revenue, pricing, customer behavior, headcount, and expenses—into reliable financial forecasts.

• Build rapid scenario analyses for growth investments, pricing decisions, organizational plans, and strategic alternatives.

• Evaluate the impact of decisions on revenue, profitability, cash flow, capital requirements, and company value.

• Develop both detailed near-term forecasts and long-range strategic plans.

Strategic Transactions and Corporate Development

• Support the evaluation of acquisitions, partnerships, and other inorganic growth opportunities.

• Build valuation, returns, synergy, accretion/dilution, and financing analyses.

• Support transaction processes from initial screening through diligence, structuring, and integration planning.

• Develop clear recommendations that balance strategic rationale, financial returns, execution risk, and opportunity cost.

Capital Structure and Shareholder Analysis

• Maintain a detailed understanding of the company’s capitalization and ownership structure.

• Model equity financings, debt alternatives, secondary transactions, acquisitions, and other capital-structure scenarios.

• Analyze dilution, shareholder proceeds, payout waterfalls, and financing tradeoffs.

• Partner with legal, accounting, and external advisors to ensure analyses are accurate and decision-ready.

Financial Planning and Performance Management

• Lead the annual planning process, rolling forecasts, and long-range planning.

• Partner with functional leaders on headcount, operating expenses, investment priorities, and performance targets.

• Identify the operating and financial drivers behind variances, emerging risks, and opportunities.

• Connect short-term financial performance to the company’s broader strategic objectives.

Executive, Board, and Investor Support

• Prepare decision-ready materials for executive leadership, the board, investors, and other external stakeholders.

• Turn complex financial analysis into concise narratives, recommendations, and clear choices.

• Support fundraising and investor diligence processes as needed.

• Help leadership evaluate tradeoffs across growth, profitability, liquidity, and long-term enterprise value.

Finance Infrastructure

• Improve the speed, reliability, and transparency of the company’s forecasting and decision-support processes.

• Establish clear assumptions, controls, and documentation around key models.

• Partner with Accounting and operational teams to strengthen data quality and ensure consistency between actual results and forecasts.

• Identify opportunities to automate recurring analysis and create more scalable finance workflows.

• 4–7+ years of experience in investment banking, private equity, strategic finance, corporate development, or a similarly rigorous analytical environment.

• Exceptional financial modeling skills, including integrated three-statement models, transaction analysis, valuation, and multi-scenario forecasting.

• Strong understanding of accounting fundamentals and how operating decisions flow through the income statement, balance sheet, and cash flow statement.

• Ability to move comfortably between detailed analysis and executive-level recommendations.

• Strong written and verbal communication skills, including experience explaining complex financial topics to non-finance stakeholders.

• Demonstrated judgment, discretion, and maturity when working with sensitive company information.

• High ownership, attention to detail, and comfort operating in a fast-moving environment with evolving priorities.

• The company has a trusted, flexible financial model that leadership can use to evaluate decisions quickly.

• Strategic investments, acquisitions, and financing alternatives are supported by rigorous, decision-ready analysis.

• Leadership has a clear view of the company’s capital needs, liquidity, dilution, and shareholder outcomes across scenarios.

• Forecasting and planning are faster, more accurate, and better connected to the company’s operating drivers.

• Board and investor materials communicate the company’s performance, opportunities, and risks clearly.

• You are viewed by the executive team as a trusted strategic partner—not simply the owner of a spreadsheet or budget process.