Director Financial Planning and Analysis

About This Role
As the Director of FP&A, you will report to the CFO and be responsible for developing and leading the financial planning and analysis function. As the head of FP&A, you will transform financial planning and decision making into a source of advantage for the enterprise by enabling the business to better anticipate opportunities, spot risks and drive faster resource reallocation. To accomplish this, you will accelerate FP&A’s adoption of AI-driven predictive planning, scale up technology-driven delivery of decision support and improve the team’s storytelling. In addition to leading the financial planning, budgeting, and forecasting process, you will be the go-to resource for strategic decision support to senior organizational decision makers including the CFO and Executive Leadership Team. You will foster innovation and digital skills development in FP&A. The ideal candidate will possess financial planning and analysis expertise, the ability to develop and manage technology- and business-savvy decision support teams, and a track record of driving digital innovation in key FP&A activities. Role is initially onsite during training with transition to hybrid - 3 days a week in office.
Responsibilities
1. Lead an effective financial planning, budgeting and forecasting cycle:
a. Lead an FP&A team that manages the execution -- and continuous improvement -- of long-range financial planning, annual budgeting, and forecasting processes.
b. Use planning, budgeting and forecasting to anticipate in-year decisions, mitigate risks, model and assess a range of scenarios, and reprioritize initiatives.
c. Establish an integrated planning process that synchronizes strategic, financial and operational plans to achieve alignment with business strategy.
d. Support accounting to create credible pro-forma financial statements

2. Organize FP&A to provide world-class decision support at scale:
a. Create high-performing teams that produce insightful strategic decision support for the CFO and C-Suite on major issues including:
i. Profitability and cash flow improvement,
ii. Strategic planning, investment evaluation, and prioritization
b. Design & implementation of management reporting aligned to the operating model.
c. Broaden FP&A's scale of support for operational decisions by leading efforts to embed FP&A's acumen into well-designed decision support tools
d. Catalyze organizational-wide relationships to identify analytics partnership opportunities, promote a holistic view of business performance, and improve planning assumptions and data quality.

3. Lead a proactive and predictive analytics capability:
a. Champion the use of predictive analytics, including AI/ML, in forecasting, profitability improvement, cost analytics, and scenario planning.
b. Continuously optimize the organizational model for Data and Analytics to drive efficiency and standardization.
c. Steward and maintain trust in analytics by instituting governance mechanisms for the insights in routine or ad hoc business support, management reports, algorithms used for analysis, and automation for analytic inputs.
d. Coach the FP&A team to go beyond identifying variances to isolate core issue drivers and recommend value-creating or corrective actions that improve performance improvement.
e. Help prioritize FP&A’s queue of ad hoc support requests to ensure the appropriate balance between ad hoc and proactive analysis.

4. Oversee the evolution of FP&A’s technology portfolio:
a. Lead the evolution of, and effectively manage, the FP&A technology roadmap and ensure alignment with both the finance and enterprise roadmaps.
b. Manage relationships and negotiate with technology providers while ensuring compliance with procurement policies.
c. Manage, co-lead and resource decision support tool creation and the portfolio of FP&A’s digital products from decision dashboards and simulators to scenario modeling tools.

5. Improve performance-monitoring capabilities for faster sensing and responding:
a. Demonstrate expert-level knowledge of the organization's business drivers to establish a capability for reporting and monitoring business performance and KPIs.
b. Keep the organization aligned on enterprise performance goals.
c. Identify emerging risks and opportunities.
d. Monitor leading indicators to identify initiative delivery and operational performance gaps, drive action or alternative approaches to close.
e. Support the CFO in effective business performance reviews with the business on a routine basis.

6. Display inspirational a