Nivoda - VP, Strategic Finance

• Planning and forecasting. You own the annual budget, quarterly reforecast and long-range plan, plus scenario and funding cases for the C-suite and board. You are accountable for forecast accuracy against agreed tolerances, and for an honest post-mortem whether we miss or overachieve. • Planning and forecasting. • Board, investor and lender reporting. You own the monthly board pack and the numbers behind it, plus materials for existing and prospective investors and our receivables lender, including covenant reporting and onsite diligence. You present to these audiences yourself and you are their first call for analytical questions. The aim is that they trust the numbers without the CFO needing to vouch for them. • Board, investor and lender reporting. • Corporate finance. You build the models and documentation for equity and debt financing, analyse term sheets, work with the People team on cap table and option pool, and support the CFO on transactions. • Corporate finance. • Commercial and unit economics. You own cohort economics, customer lifetime value, geographic and segment profitability, and the return on marketing and sales spend. With the CRO’s organisation, you build quota and commission models so targets, incentives and the forecast point at the same numbers. • Commercial and unit economics. • Business partnering. You partner with Product and Engineering, Fulfilment, Fintech and the commercial teams on build versus buy, hiring cases, pricing and fee experiments, and capital allocation. The function says yes, no or not yet, with a model behind it. • Business partnering. • Leading the function. You lead the team: hiring, onboarding, objectives, development and performance, including written objectives and regular structured feedback for each person. You set the review standard and deliverables calendar, agree data contracts with the Data team, and own the tooling (Snowflake, NetSuite, ThoughtSpot, Claude and the modelling stack). We measure the function on on-time delivery, errors caught internally rather than by the audience, forecast accuracy, and how many people can produce each recurring deliverable. • Leading the function. • What good looks like • First 90 days. You have taken over the monthly pack and the reforecast without the investors noticing a handover. You have met your leadership-team peers and told the CFO what you would change and in what order. • First 90 days. • 90 to 180 days. The monthly pack, FP&A-approved numbers and lender reporting land on the agreed date, each with a named owner and a written process. No board, lender or investor number has needed restating. The first version of the business line P&Ls is delivered at day 180. • 90 to 180 days. • Twelve months. The function delivers month-end and board commitments without you or the CFO stepping in, including when you are away. A team member has delivered a new analytical capability end to end. FP&A and the Data team work from one set of metric definitions. Board members, lenders and the leadership team rely on the numbers without asking the CFO to vouch for them. • Twelve months. • The standard • The standard • A finance team has no quota. The thing it sells is trust, and trust is earned with accuracy a bar above the rest of the company and delivery on the date promised. • Three things must not fail in this role. • Timeliness: deadlines are commitments, not targets. • Timeliness • Quality: every external-facing number reconciles to a primary source and has been reviewed by someone other than its author before it leaves the team. • Quality • Capacity: within reason, not a constraint. The function absorbs the demands of a 450-person company by organising, prioritising and delegating. If capacity is a hard limit, you make the case for a hire or an automation with numbers, rather than letting the work slip. • Capacity • That is a high bar, and it is fair because the role comes with the means to meet it: people to delegate to, authority over how the team's week is spent, a budget line, and the standing to say no to the business with the CFO's backing.