Managing Director of Agentic Fund Finance & Operations, Equi

• Deep fund accounting and fund operations: Eight to twelve years running or overseeing the financial operation of a fund complex — at a fund administrator, hedge fund, multi-strategy fund, private-markets manager, or outsourced fund-CFO practice
• You know the NAV cycle cold and can look at a draft NAV and find the error before anyone else does. Multi-layered structures are where you are most comfortable, not where you get lost
• Agentic fluency, and genuine excitement about it: This is the requirement people fail, and we weight it immediately behind the accounting. We are not asking whether you use ChatGPT. We are asking what you have built. Agents and automations that pull a statement out of an inbox, reconcile two sources that disagree, draft a memo from a document set, flag an exception before a human sees it
• You should be able to tell us specifically what you built in the last six months, what it changed, and where it broke. You should also be visibly interested in where this is going, because the firm runs this way and a finance leader who is lukewarm about it will not enjoy working here
• Fund legal fluency: You have worked closely with fund counsel on launches, structuring and documentation. You can read a private placement memorandum, a side letter and a subscription agreement and know what they commit the firm to
• You can run a formation without routing every question to counsel, and you know which questions genuinely need them
• Technical range beyond Excel: We are not looking for someone whose answer to every problem is a better spreadsheet. Scripts, automations, small internal applications, a willingness to pick up a new tool over a weekend — any of these
• You do not need to be an engineer. If your career has been Excel and an ERP, this will not be a fit, however strong the accounting
• Small-firm operating experience: You have worked somewhere lean enough that you did the work yourself, not only directed it. We are hiring a leader, and the leadership here is hands-on: a seat at a large shop where the close belonged to a team two levels down is the wrong background
• You should be comfortable going as deep as the problem requires and building the function out from there
• Provider oversight: You have managed administrators, transfer agents, auditors, tax preparers, outside counsel, prime brokers and banks, and you know where the hand-offs break
• Controls and judgment: You are precise, you close loops, and you treat the firm's investor capital with appropriate seriousness. You exercise sound discretion with confidential financial and investor information
• Ownership: You take a problem to a finished state without being managed to it, and you say so plainly when something is wrong

Desirable

• We are hiring an MD, Agentic Fund Finance & Legal to own the finance function for the fund complex and the management company
• You own the numbers the firm publishes: the NAV cycle and the reconciliation behind it, fund expenses and the annual budget, treasury and cash, audit and tax, and the corporate financials that go to the CEO and the board. You own the financial and legal architecture of every new vehicle we launch
• Fund finance and fund operations are peer functions here. Our Head of Fund Operations owns the operational execution of the close, investor transactions and capital activity
• You own the financial standards, the controls and the reporting those processes run against. The two of you are jointly accountable for the complex, and the partnership is the job
• Three things make this different from a controller seat at a larger shop
• We outsource our books and records on purpose. Your job is not to re-do that work. It is to understand every number well enough to catch an error before it reaches an investor, to decide the firm's position when two sources disagree, and to hold the whole network to a standard. That takes the depth of someone who could run the close themselves
• The seat carries real legal ownership. You take point with outside counsel on fund launches, structuring and documentation, and you read the governing documents closely enough to know what they commit us to. We are not asking you to be our lawyer. We are asking for a finance leader fluent enough to own that relationship rather than route around it
• The seat is agentic by design. When something recurring is manual, we expect you to build the thing that removes it rather than absorb the work or add a headcount to it. You do not have to build every piece yourself. You do have to be capable of it, and you have to want to
• This is a senior finance leadership seat reporting to the CEO
• Most fund finance roles are a person doing the work. This one is a person deciding what the work should be, and then building the things that do it
• We expect the holder of this seat to ship agents and automations that carry the close, the reconciliation, the intake of manager statements and the first pass of document review, and to keep extending them as the complex grows
• The accounting bar is unchanged and uncompromising. What is different is that we will not hire someone whose answer to a recurring manual process is to hire another person to do it
• Financial reporting and the close: The NAV cycle across every vehicle, the reconciliation between our own view and our providers', and final sign-off before anything reaches investors. You own the close calendar and the standard it is held to
• Fund expenses, budget and corporate finance: The annual fund expense budget, the allocation policy across vehicles, and the re-billing between fund and management company. Partnership with the CEO on corporate financials, burn, runway and board reporting
• Treasury and money movement: The firm's cash position across operating and fund accounts, at banks and prime brokers, current rather than reconstructed at month end. The controls and approval authority around every wire
• Audit, tax and regulatory: The annual audit as the firm's counterpart to the auditor. The tax cycle, with the preparer doing the work and you accountable for it landing
• The firm's regulatory and compliance positions, alongside our compliance partner. Ongoing ownership of fund documents, side letters and investor agreements as the complex grows
• Fund launches, structuring and legal: The financial and legal architecture of every new vehicle: structure, fee terms, governing documents, entity formation, registrations, account opening and administrator onboarding. You take point with outside counsel throughout. We launch regularly, and the existing complex cannot slip while it happens
• Partnership with fund operations: Capital activity, the investor register, investor onboarding and the day-to-day close sit with our Head of Fund Operations and our outsourced partners
• You set the financial standards and controls those processes run against, and the two functions are jointly accountable for the result
• The provider network: The administrator, outsourced fund-ops team, auditor, tax preparer, outside counsel, prime brokers and banks. Held to a service standard, renegotiated when they miss
• The agents that run the function: The automations and agents behind intake, reconciliation, exception flagging and reporting. You build them or you direct their building, and you keep extending them
• These run against investor money, so the bar is production, not demo: every agent ships with the checks that prove it is right — reconciliation against an independent source, evals that catch a regression when a prompt or model changes, and a defined failure mode that routes to a human instead of failing silently
• If you cannot say how you would know an agent got something wrong, it does not go live. This is a standing part of the job rather than a project with an end date
• Financial systems and records: One financial source of truth rather than several competing copies. Documented procedures that do not depend on any one person. The tooling that makes the rest of this run