emergence - VP, Strategic Finance

• Own the strategic finance cadence across the automotive portfolio, including forecasting, performance management, KPI reporting, operating reviews, and CEO-level decision support. • Build operating models that go well beyond a budget, including scenario planning, retention and cohort economics, cash and working capital, unit economics, return frameworks, and capital allocation decisions. • Partner directly with portfolio company leadership teams to turn analysis into operating recommendations, what to change, where to focus, and what needs to be true for the plan to work. • Lead and support M&A work across the vertical, including acquisition modeling, diligence, synergy analysis, integration planning, financing considerations, and the value-creation roadmap after close. • Build board- and investor-quality materials, help set finance standards across the portfolio, and raise the bar for analysts and teammates through direct feedback, crisp writing, and strong modeling discipline. • BACKGROUNDS THAT TEND TO FIT • We are not looking for one perfect resume. Strong fits often come from strategic finance or FP&A roles inside SaaS or software companies; corporate development roles with hands-on M&A and integration work; private equity, venture capital, or investment banking with live deal reps early in their career; operating finance roles where you have worked directly with executives; or audit and accounting backgrounds that have since moved into commercial, strategic, or operating finance. What matters most is that you like this kind of work and have the pace, judgment, and ownership to do it well from both an organic and inorganic standpoint. • WHAT MATTERS MOST IN THIS SEAT • You can move from first principles to the exact cell in the model and back again without losing the thread. You like operating questions as much as transaction questions: why retention moved, why sales productivity changed, why cash conversion looks the way it does, what the margin profile should become, and what we should do about it. You do not need a big team or a perfect process to make progress, and you know how to communicate with busy executives: what matters, what does not, and what you recommend. • You take ownership in a way that makes other people's jobs easier. You hold a high bar for the work, but you are practical, collaborative, and not precious about how things get done. You are comfortable being in the room, defending your view, changing your mind when the facts change, and turning ambiguous problems into clean analysis and clear next steps.