Chief Financial Officer (CFO) — AI-Native Insurance & Acquisitions Platform

About COVU

COVU is building the AI-native operating stack for insurance distribution — combining software, services, markets, and capital. We partner with, operate, and acquire independent insurance agencies to turn fragmented service businesses into a scalable platform with data, automation, and product at the core.

The Role

We’re hiring a CFO to own COVU’s full financial system — and to actively drive our next chapter: scaling acquisitions, building a durable capital strategy, and making business performance predictable.

The CFO will own capital planning across debt and equity, support the CEO in equity fundraising, and build the operating visibility needed to scale with discipline.

The CFO is also the economic architect of COVU’s AI-native operating model. This role ensures capital deployment, automation, service quality, and margin expansion reinforce one another. The CFO co-owns the metrics, instrumentation, and financial guardrails that protect and scale Margin-Positive Customer Experience — ensuring growth never degrades trust, service standards, or operating leverage.

This role is for a CFO who can operate in the details (close, controls, unit economics, working capital) and also lead at the highest level (capital strategy, lender/investor narrative, M&A underwriting, board/audit leadership).

Responsibilities

1) Capital Strategy & Financing (Debt + Equity)

• Own capital strategy and planning: determine the optimal balance of debt vs. equity to support acquisitions and operating needs.
  
• Lead debt financing strategy and execution: warehouse lines, senior secured facilities, acquisition financing, working capital structures, and other credit products.
  
• Build and own lender materials: credit story, collateral and covenant proposals, portfolio performance reporting, and diligence packages.
  
• Support the CEO in equity fundraising: investor materials, fundraising strategy, diligence readiness, and investor communications.
  
• Own liquidity planning, capital allocation, and covenant/compliance governance.
  
• Establish explicit capital deployment guardrails and gating criteria: no acquisition, debt expansion, or growth acceleration without integration capacity, workflow-level margin visibility, and customer experience protection metrics in place.
  
  

2) Business Predictability, FP&A, and Executive Dashboards (No Surprises)

• Build an FP&A function that drives predictable performance: budget, forecast, scenario planning, and weekly/monthly operating cadence.
  
• Provide executive management and the board with a dashboard of leading business indicators (not just lagging financials), highlighting trends, risks, and opportunities early.
  
• Create an operating rhythm where performance becomes measurable, explainable, and devoid of surprises.
  
• Own unit economics, cohort and margin analysis, and acquisition ROI tracking.
  
• Develop workflow-level cost-to-serve baselines and automation ROI models that quantify AI-driven leverage.
  
• Partner with Product and Operations to ensure service quality, automation adoption, and margin expansion are measured in an integrated system — not in silos.
  
  

3) M&A Finance — Underwrite, Buy, Validate (Post-Close Discipline)

• Own the financial model for acquisitions: valuation, deal structure, earnouts, downside cases, and synergy realization.
  
• Partner with CEO / Corp Dev on LOIs, deal terms, purchase accounting readiness, and integration milestones.
  
• Build acquisition performance systems: cohort tracking, retention, margin expansion, cross-sell, and integration KPI dashboards.
  
• Establish 30/60/90-day post-close economic validation frameworks to ensure underwriting assumptions translate into realized margin and service outcomes.
  
• Implement an acquisition gating process if integration capacity or CX performance is compromised.