Why this role exists right now
Every one of those growth milestones has to be modelled, stress-tested, and defended before it becomes a board decision. That’s the job of the Strategic Finance team — we own the Long-Range Plan, the market entry business cases, and the analysis that sits behind what the CEO, COO, and board actually decide to do next. As the business scales into new markets and new products, that modelling work is only getting more complex, and more visible. We need someone whose technical rigour can anchor it.
What makes this different from a typical FP&A, banking, or advisory role
Most rigorous modelling work sits inside a bank or advisory practice, where the output ends at deal close or client sign-off, or inside a corporate finance function, running templates someone else designed years ago. This role sits at the intersection of strategic finance, modelling and FP&A. You’ll be building models from a blank sheet — for market entry decisions, unit economics, distribution cost structures, and funding scenarios — and you’ll be doing it in direct partnership with the Head of Strategic Finance, on workstreams that land in front of the CEO and the board within weeks, not quarters. You keep the same standard of rigour, structure, and commercial judgement that “good” looks like in a top deal team or client engagement. You just get to see what your numbers actually build.