Senior Director, Corporate FP&A

Required

• Background and credentials. Bachelor's degree in a quantitative field (Finance, Accounting, Economics, Engineering, Math, or similar); MBA welcomed but not required with equivalent experience; CPA or equivalent strongly preferred. 15+ years of progressive FP&A experience at scaled operating companies, including meaningful public-company FP&A experience, and 7+ years managing FP&A teams with a track record of developing analysts and senior analysts into stronger versions of themselves.
• Deep corporate FP&A and opex expertise. Annual planning, long-range planning, quarterly forecasting, monthly close commentary, and board materials — owned end-to-end at scale, not just contributed to. Fluent in the mechanics of opex and headcount management: build-up, ramp, attrition, vendor spend, T&E, capex, and how it all ties into a coherent operating expense view.
• Deep public-company accounting and GAAP fluency. You know stock-based comp cold. You've worked with capitalized software development costs, lease accounting, and the technical topics that materially affect a tech company's P&L, and you hold your own with Controllers, technical accounting teams, and auditors.
• An architect of data streams with automation as a default reflex. You don't just consume reports — you've designed how data flows through a finance function, building (or rebuilding) the connective tissue between source systems, planning tools, BI layers, and the executive view. You think in pipelines, not spreadsheets. When you see a manual recurring process, your first instinct is "how do we make this run itself," and you've actually done it across reports, dashboards, forecasts, and analytical workflows.
• AI-fluent and already deploying it. You have an informed, opinionated view on how AI changes the work of FP&A, with real examples of putting it to work on a finance team. Past experimentation, into deployment.
• A teacher and mentor at heart. You lead by developing people. You take pride in watching analysts and senior analysts grow under your leadership, and your team leaves your function stronger than they arrived. Comfortable inheriting a function that needs evolution —you see building out systems, integrating data, and developing a team as a great mandate, and you've done this kind of work before
• A true business partner to the executive team and functional leaders. You understand financial planning is about helping the company invest in what will make it win, not about defending a number. You hold the strategic picture, find creative paths, and tell leaders what's possible — not just what isn't. You earn trust because operators know you're trying to help them succeed within real constraints.
• A strategic partner to executives and functional leaders alike. You've been the senior finance voice to a CFO and exec team before, bringing point of view rather than just numbers — executives want you in the room when consequential decisions are getting made. Equally effective with CTOs, CPOs, COOs, or equivalents, helping them understand and manage their cost base, and building trust quickly across functions.
• Calm in a fast, public-company environment, and a player-coach when needed. When the close is loud, the forecast is shifting, and the board ask just landed, you set the tone for your team. You lead through them, but you're not above rolling up your sleeves when a critical analysis needs to land.
• Excellent communicator. Comfortable presenting to a board, talking to the CEO, or coaching a senior analyst through a model.