Your responsibilities will include:
• Lead initiatives end to end. Frame the problem, build the workplan, run the analysis, drive to a decision with senior stakeholders and stay through implementation. You will not hand over a deck and move on.
• Diagnose how the business actually runs. Through interviews, workshops and time in the data, establish how a process really works rather than how it is documented, where cost and effort sit, and which decisions are being made on weak evidence or not being made at all.
• Design the future state. Process, structure, roles, governance and a transition plan someone can follow, built with the teams who have to live with it rather than presented to them.
• Connect finance, data and operations. Translate across financial logic, the data that describes the business and operational reality: cost structure to process design, forecast variance to capacity decisions, margin pressure to where the work actually happens. Work with Data and Technology teams so the numbers behind those links can be trusted.
• Improve the evidence behind decisions. Define the metrics, models and reporting leadership needs, retire what it does not, and make sure assumptions can be inspected and argued with.
• Scope and manage external consulting partners. Write the brief and scope of work, evaluate proposals, direct day-to-day delivery, hold external teams to a standard, integrate their output with internal work, control spend against the value delivered, and bring the knowledge back in house when the engagement ends.
• Lead blended teams. Run internal, cross-functional and third-party teams without formal authority over most of them. The role may carry direct reports over time.
• Shape where AI belongs in this work. Finance and its partner functions have no shortage of candidate use cases across planning, forecasting, close, procurement and workforce processes. The useful contribution is judgment: what is worth building, in what order, who owns it afterward, and where a human check has to stay. IFS holds its internal AI adoption to the same standard as the software it sells.
In your first six months: take one significant cross-functional problem from framing to a decision the executive team has signed off, with an implementation plan and a named owner. Alongside it, produce a clear read on how one core planning or allocation process works today and what should change.