Director of Finance

RESPONSIBILITIES

Financial Reporting & Month-End Close

• Own the end-to-end monthly close process—managing journal entries, account reconciliations, and variance analysis—and deliver accurate financials to leadership on a consistent, predictable schedule.

• Prepare and present monthly and quarterly financial packages for the CEO and board, including P&L, balance sheet, cash flow, and KPI dashboards.

• Establish and enforce accounting policies and internal controls appropriate for a high-growth SaaS company.

Accounts Receivable & Accounts Payable

• Own and continuously improve the AR process: invoicing, collections, aging management, and customer billing reconciliation. Reduce DSO and ensure cash collection keeps pace with revenue growth.

• Own the AP process: vendor onboarding, invoice approval workflows, payment runs, and expense management. Drive efficiency while maintaining strong vendor relationships.

• Identify process gaps and implement improvements—whether through better tooling, automation, or tightened workflows—to scale AR and AP without proportional headcount growth.

Tax & Compliance

• Manage all federal, state, and local tax filings (income tax, sales tax, payroll tax) in coordination with external tax advisors; ensure FleetPulse is fully compliant across all jurisdictions.

• Maintain corporate records and manage audit readiness; coordinate annual audits or reviews with external accountants.

• Stay ahead of tax planning opportunities relevant to a venture-backed SaaS company (R&D tax credits, state nexus, etc.).

Forecasting & Budgeting

• Lead the annual budget process: partner with department heads to build a bottoms-up operating plan that is realistic, aligned to strategic priorities, and board-ready.

• Maintain a rolling 12-month financial forecast, updating assumptions based on actuals and business developments; surface risks and opportunities proactively.

• Own cash flow forecasting and runway visibility; keep the CEO informed of treasury position at all times.

• Build and maintain financial models that support strategic decisions—pricing, headcount, new customer economics, and capital allocation.

Systems & Infrastructure

• Evaluate, select, and implement an ERP system that scales with FleetPulse’s growth—owning the full lifecycle from vendor selection through migration and go-live.

• Define and manage the broader finance tech stack (billing, expense management, payroll, etc.) to support a lean, automated operation.

• Serve as the internal owner of financial data integrity and reporting infrastructure.

Strategic Partnership

• Serve as a trusted thought partner to the CEO on business model decisions, commercial deal structures, board preparation, and investor reporting.

• Partner cross-functionally with Sales, Customer Success, and Operations to ensure financial processes support (rather than impede) the business.

• Support future fundraising processes, including data room preparation, financial due diligence, and investor communications.

OUTCOMES (PERFORMANCE OBJECTIVES)

First 30 Days

• Immerse in FleetPulse’s business: understand revenue model, key customers, current financial processes, and the existing accounting setup. Build strong working relationships with the CEO, leadership team, and any current accounting/bookkeeping resources.

• Audit the current state: assess the close process, chart of accounts, existing systems, and AR/AP workflows; identify the most urgent gaps and quick wins.

• Own your first month-end close, even if imperfect, and deliver a clear-eyed post-mortem with a prioritized improvement plan.

• Evaluate ERP options: identify 2–3 candidate platforms appropriate for FleetPulse’s stage and complexity, complete demos, and deliver a recommendation with rationale to the CEO.

First 60 Days

• Implement your highest-priority process improvements to the close, AR, and AP workflows—materially tightening cycle times and reducing manual effort.

• Deliver the first fully owned FleetPulse financial package: monthly P&L, balance sheet, cash flow statement, and KPI summary, on time and ready for board-level review.

• Kick off the ER