FP&A Lead, Coast

• 6-8 years in FP&A or strategic finance, including leading a planning and reporting function, not only contributing to one
• Bachelor's degree in Finance, Accounting, Economics, or related field; MBA preferred
• Demonstrated experience building financial process where little existed, with a clear view on what you chose not to build
• Strong command of unit economics and cohort analysis
• You think AI first to accomplish your daily responsibilities: building workflows, data analysis, reporting production, and anything else that can be automated rather than repeated. We expect you to use these tools aggressively and to raise the ceiling on what a small finance team can produce
• SQL fluency and comfort working directly in a data warehouse
• Native Excel proficiency and strong modeling judgment
• Quick on your feet: ambiguous question to defensible recommendation in hours or days, not weeks

Desirable

• We are looking for a builder. You will partner across the leadership team, our bank partners, and our leaders, and you'll get exposure that's unusual at this stage, including warehouse facility economics, bank partnerships, and partnerships
• This is a business-facing role, closer to a business CFO. We expect you to sit with Marketing, Sales, Product and the operating teams often enough to understand how the business actually works, and to turn the financial plan into deliverables those teams own
• Act as the finance partner to Marketing, Sales, Product and the operating teams: translate the plan into targets they own, pressure test their assumptions, and help them hit the number rather than report on it after the fact
• Build and own the monthly reporting package for the executive team and board: P&L, balance sheet, cash flow, plan-to-actual-to-forecast variance, and the commentary that explains it
• Define the operating KPI layer that sits alongside the financials, with one definition per metric and one source of truth
• Own the annual planning cycle end to end, plus the monthly and quarterly forecast process
• Maintain the driver-based operating model that connects the core business drivers to the P&L, balance sheet, and cash flow
• Own headcount planning process with the finance leader
• Own unit economics and cohort analysis, and the judgment to know which cut of the data actually answers the question
• Support capital markets work with fast, credible prep: equity raise package prep, capital structure scenarios, portfolio and credit performance analysis, and clean diligence responses
• In your first 6 months, you’ll be successful if:
• The monthly package goes out on a fixed date, off one agreed set of metric definitions, with the close and the forecast reconciled
• Unit economics reporting is standing rather than ad hoc, so the company argues about what to do rather than about what the numbers are
• The operating model is the one everyone uses: investment decisions, board conversations, and lender scenarios all run off it
• The annual plan is built bottoms up, and Marketing, Sales, and the operating teams recognize their own targets in it and are measured against them
• Business leaders come to you before they make the call, not after, because the answer is fast and holds up
• Reporting production runs off the data warehouse, and you leave behind documented, repeatable process rather than models only you can run