Senior Director, Event Finance & Economics

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Job Category

Marketing & Communications

Job Details

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The Senior Director, Event Finance & Economics owns the financial planning, performance management, and governance of the Strategic Events portfolio. This role synthesizes inputs from budget owners and event leads into a portfolio-level financial view; it does not replace day-to-day budget tracking or input collection; it ensures the team leader and Strategic Events lead have a clear, accurate, and decision-ready understanding of event economics, risks, and tradeoffs — enabling disciplined investment decisions and predictable financial outcomes.

This role is the single accountable owner of the Strategic Events financial engine and financial narrative, partnering closely with FP&A while retaining ownership of event-level assumptions, variance explanations, and governance standards. Executive communication and final readouts remain with the team leader and Strategic Events lead.

Core Responsibilities:
Financial Planning, Forecasting & Performance

• Own the forecasting framework, assumptions, and portfolio-level outlook for the Strategic Events portfolio

• Partner with FP&A and budget owners on monthly and quarterly outlooks to ensure forecasts are aligned, inputs are accurately reflected, and assumptions are consistent

• Own synthesis and interpretation of forecast vs. actual variance, including identification of drivers,risks, and financial implications

• Run scenario modeling for portfolio shifts (event mix, cities, scale, timing, investments) as well as weigh into business planning narratives and documentations when applicable

• Recommend corrective actions when financial performance deviates from plan

• This role synthesizes inputs from budget owners and event leads into a portfolio-level financial view; it does not replace day-to-day budget tracking or input collection.

Outcome: Leadership understands what is happening financially, why it is happening, and what options exist to respond.

Workforce & Operating Expense Economics

• Own financial oversight of headcount, contractor spend, and T&E across the Strategic Events portfolio

• Partner with People Operations to align workforce plans and capacity assumptions with financial guardrails

• Integrate workforce and operating expense economics into forecasting, scenario modeling, and investment decisions

Outcome: Workforce and operating expenses are managed as strategic financial inputs with clear visibility into cost, capacity, and tradeoffs.

Financial Governance & Standards

• Partner with FP&A and leadership to establish and operationalize financial standards and guardrails for Strategic Events

• Translate corporate financial expectations into event-level budgets and operating constraints

• Own exception analysis and escalation, ensuring financial tradeoffs are explicit and intentional

• Ensure deviations from financial guardrails are visible, understood, and addressed

• Drive cost modeling, ROI analysis, and funding maps to support prioritization and investment decisions Strategic tradeoffs and final escalation decisions sit with event le