Job at a glance
The Senior Manager, FP&A reports to the Chief Operating Officer and owns the financial planning and analysis function for a global business generating over $50M in revenue, with a growth trajectory toward $200M over the next 3 years. The role establishes the planning calendar, forecasting methodology, and management reporting cadence, and runs them with limited direction across a multi-currency, multi-jurisdiction environment.
It is accountable for the annual budget, the re-forecast, and the management reporting that the CEO and COO plan against. The role is the primary analytical partner to functional leaders and works in close partnership with strategic finance. It translates operating plans, pipeline, and headcount plans from Sales, RevOps, and People into controlled financial outputs, and explains performance against plan in terms leaders can act on.
It owns the integrity of the company's planning models, and that ownership sets the boundary with strategic finance: deal origination, valuation, and financing analysis sit outside core FP&A, but every completed acquisition has to be absorbed into the operating plan, forecast, and reporting baseline this role owns. The two functions therefore work together from diligence onward rather than at handover, so that the assumptions underwriting a deal survive into the model the company plans against.
The Senior Manager, FP&A leads the FP&A team and is accountable for its output quality, its operating model, and its capacity to scale with the business. The role is expected to make FP&A AI-native: each planning and reporting cycle must become faster, more accurate, and better controlled through automation and AI-enabled workflows, within the systems and control framework that governs the wider finance function., 1.
Forecasting and financial model architecture - Knowledge of driver-based forecasting, budgeting, scenario planning, investment analysis, and the design principles that keep a model auditable, maintainable, and able to absorb a new entity without being rebuilt. Applies this knowledge to build models that scale with the business through both organic growth and acquisition. 2. Revenue, pipeline, and commission economics - Knowledge of bookings, recurring revenue, renewals, pipeline conversion, revenue recognition timing as it affects the forecast, and commission plan mechanics.
Applies this knowledge to convert pipeline and contract data into a revenue forecast and commission forecast that hold up to scrutiny. 3. Headcount, cost, and cash planning - Knowledge of personnel planning and costing, non-personnel opex, capex, cost allocation, and the FX exposure and entity-level cost flows that shape a multi-currency, multi-jurisdiction forecast. Applies this knowledge to build personnel and non-personnel budgets and a cash-flow forecast that reconcile to actuals.
4. Management and board reporting - Knowledge of KPI design, variance analysis, management reporting structure, and the conventions of board and investor packs. Applies this knowledge to produce reporting that leadership plans against, with the analysis behind each number ready when challenged. 5. FP&A systems, data, and automation - Knowledge of planning tools, data flows from finance, CRM, and HR systems, workflow automation, and AI-enabled analysis.
Applies this knowledge to identify where manual effort and error enter the planning and reporting cycle and to select the tooling that removes them, 1. FP&A team leadership and operating model - Leads the FP&A team by owning model responsibilities, the planning calendar, review controls, documentation, data flows, hiring, coaching, and role design, so that the function scales while maintaining consistent output quality without dependency on any single analyst.
2. Budgeting and re-forecasting - Owns the annual budget and re-forecast cadence end to end by establishing assumptions with functional leaders and translating Sales, RevOps, and People inputs into controlled pipeline