Vice President of FP&A, BeyondTrust

• We are seeking a leader who possesses strong functional depth, a builder’s mindset, and the ability to operate at multiple levels—equally comfortable setting direction and rolling up their sleeves to do the work alongside the team when needed
• The right candidate will be comfortable driving progress while infrastructure is still evolving—balancing rigor and judgment in an environment where systems, data, and processes are improving but not yet perfect
• 10+ years of progressive FP&A experience, with at least 3–4 years leading a team in a senior manager or director-level role
• Deep SaaS GTM finance expertise: ARR, NRR, bookings, pipeline analytics, and revenue forecasting
• Experience managing operating expenses across multiple functions
• Proficiency with integrated three-statement financial modeling; ability to own and present a full P&L, balance sheet, and cash flow forecast to executive and board audiences
• Strong cash flow literacy and understanding of the drivers connecting P&L performance to cash generation and capital efficiency
• Fluency in GAAP vs. non-GAAP SaaS metrics; ability to explain and defend bridges between audited financials and operational metrics
• Experience designing or operating KPI governance frameworks and performance management rhythms
• Experience in a PE-backed, high-growth, or investor-oriented environment
• Demonstrated track record of building, leading, and scaling FP&A teams

Desirable

• This role is being established to provide FP&A with a dedicated operational leader—someone who owns the day-to-day function, leads and develops the team, and enables the SVP, FP&A, to focus on board partnership, long-range planning, and senior stakeholder relationships
• The VP will drive financial planning cycles with cross-functional leadership, establish robust financial governance, and set the operating rhythm of the business—while leveraging automation and AI to scale impact in a lean organization
• This role will also be a critical partner to the SVP, FP&A, and CFO in communicating with the board and key stakeholders
• The incoming VP will have the opportunity to shape team structure and priorities going forward
• The VP, FP&A will report directly to the SVP, FP&A, and will lead a team of managers and analysts spanning:
• GTM finance
• ARR / ACV / Bookings / Billings / Revenue analytics
• SaaS unit economics and margins
• Operating expense management
• Corporate reporting across all three financial statements
• FP&A operations and tech stack
• The VP will have the opportunity to evolve team structure and role design over time as the company scales
• Proactively identify and deploy AI, automation, and advanced analytics approaches to increase FP&A capacity, improve forecasting accuracy, and streamline reporting and analysis
• Champion redesign of FP&A workflows to maximize team leverage and impact without significant near-term headcount growth; set the vision, sponsor the initiatives, and hold the team accountable for results
• Drive development of self-service reporting and insights that enable faster, data-driven decision-making across the organization
• Own FP&A analytical and reporting requirements and partner closely with the FP&A data architect to transition ARR and retention reporting to scalable data infrastructure, reducing reconciliation burden and establishing a single source of truth
• Drive financial planning cycles with cross-functional leadership, ensuring plans align with growth strategy, unit economics, and capital efficiency goals
• Establish and maintain clear KPI governance, including metric definitions, ownership, data sources, and consistent reporting across teams
• Design and operationalize the company’s rhythm of the business—aligning weekly, monthly, quarterly, and annual performance reviews with planning and decision-making cadences
• Own the end-to-end annual planning and rolling forecast processes, ensuring accuracy, timeliness, and cross-functional alignment
• Lead workforce planning in partnership with HR and functional leaders—tracking headcount actuals vs. plan, modeling hiring paces, and ensuring people costs are accurately reflected in forward-looking financials
• Establish forecast credibility with executive leadership by improving accuracy, repeatability, and clarity of underlying drivers—ensuring forecasts tell a clear “what changed and why” story, not just updated numbers
• Serve as the primary owner and reviewer of day-to-day forecasts and analytical outputs, challenging assumptions, tightening narratives, and ensuring the organization does not rely on SVP-level intervention to reach credible conclusions
• Drive rigorous variance analysis, cohort and segment analysis, and unit economics across SaaS and subscription revenue streams
• Maintain and evolve an integrated three-statement financial model; partner with Treasury on cash flow forecasting and ensure operating and free cash flow dynamics are reflected in planning and board materials
• Own the bridge between GAAP financials and the non‑GAAP metrics the business manages to (ARR, Adjusted EBITDA, Rule of 40+, retention metrics); ensure bridges are documented, consistent, and defensible
• Ensure strong data integrity and alignment across FP&A, Accounting, Revenue, and Business Systems
• Ensure metrics, cadence, and reporting are scalable and suitable for board, investor, and eventual public company requirements
• Elevate FP&A outputs from descriptive reporting to decision-ready insights—ensuring analyses consistently answer “what changed, why it changed, and what to do about it,” with clear implications, trade-offs, and recommended actions
• Serve as a critical partner to the SVP, FP&A, in preparing and communicating financial results, forecasts, and strategic narratives to the board and PE sponsor
• Own PE sponsor reporting requirements, including portco deliverables, board package preparation, and ad hoc investor requests
• Support capital allocation decisions by building rigorous scenario and ROI models that frame trade-offs across GTM, R&D, and other investment areas
• Ensure KPI definitions, ARR reporting logic, and financial reporting policies are well-documented, consistently applied, and defensible under scrutiny
• Lead, coach, and develop a team of managers and analysts as a true player‑coach—setting clear expectations and building a culture of accountability while remaining willing to get directly into the model, analysis, or board materials when needed
• Evaluate and evolve team structure and role design over time to ensure FP&A is positioned for the company’s next phase
• Build bench strength and create career paths that attract, retain, and develop high‑caliber FP&A talent
• What Success Looks Like In This Role:
• First 90 Days:
• Has established a clear understanding of the team, processes, data, and current-state pain points
• Has built credibility and working relationships with business leaders and is viewed as a trusted partner
• Has a clear point of view on transformation priorities—tooling, workflow, and team—and has begun driving visible improvements
• Has taken full ownership of at least one active planning or forecasting cycle
• By the end of 2026:
• FP&A operates with clear ownership, consistent processes, and materially improved speed and output quality
• KPI governance is established, documented, and consistently applied across the business
• Forecasts are credible and trusted by the executive team, with clear driver‑based narratives
• At least one meaningful automation or AI initiative is live and materially reducing manual FP&A effort
• An integrated three-statement model is embedded in planning and board reporting
• ARR and retention reporting are meaningfully less manual and better integrated with the data infrastructure