Director, Commercial FP&A

Mavericks Wanted

When was the last time you achieved the impossible? If that thought feels overwhelming, you might want to pause here, but if it sparks excitement...read on
 
In 2015, we pioneered a “moneyball for biotech” approach, pooling projects and promising early-stage research from academia together under one financial umbrella to reduce risk and unleash innovation. This model allows science and small teams of experts to lead the way. We build bridges to groundbreaking advancements in rare disease, and develop life-changing medicines for patients with unmet needs as fast as humanly possible. 
 
Together we define white space, push boundaries and empower people to solve problems. If you're someone who defies convention, join us and work alongside some of the most respected minds in the industry. Together, we'll ask "why not?" and help reengineer the future of biopharma.

What You'll Do

The Director, Commercial FP&A serves as the primary finance partner for assigned commercial brands, with accountability for brand-level financial performance management, commercial OPEX governance, and disciplined execution. This role ensures predictable financial operations, credible performance tracking, and clear escalation as brands scale from launch into steady-state execution.

Operating within a broader Commercial FP&A leadership model, the Director partners closely with Commercial, Medical Affairs, and Finance leadership to ensure brand execution aligns with approved plans, governance standards, and enterprise financial objectives. This role functions as a stabilizing force within Commercial FP&A, maintaining rigor, accountability, and operating discipline as portfolio complexity increases.

As the commercial portfolio expands, the organization requires a senior finance leader focused on execution discipline, spend governance, and financial credibility at the brand level. This role enables Commercial FP&A to absorb growth and launch complexity without sacrificing predictability, control, or confidence in financial performance.

By establishing consistent cadence, clear ownership, and scalable processes, the Director ensures brands operate with rigor as they mature, while continuously improving efficiency, insight quality, and durability through systems, standardization, and automation.

Responsibilities

Brand Financial Performance Management

• Own brand-level financial performance management for assigned commercial brands, including tracking actuals versus forecast, monitoring key performance indicators, and identifying execution risks requiring escalation
• Serve as the single finance owner for assigned brands with respect to commercial execution, providing consistent and credible financial representation to Commercial and Finance leadership
• Deliver timely, decision-ready performance assessments with clear articulation of drivers, variances, and forward-looking execution risks
• Ensure financial continuity and disciplined execution as brands transition from launch into steady-state operations
• Escalate execution risks through established Commercial FP&A governance forums, with clear financial framing and recommended paths forward

Commercial OPEX Governance

• Own commercial OPEX governance for assigned brands, including budget management, spend pacing, and variance analysis
• Lead recurring spend reviews with Commercial stakeholders to ensure investment levels remain aligned with approved business priorities
• Maintain disciplined SG&A control while enabling timely execution, escalating risks and trade-offs when spend diverges from plan
• Exercise financial governance authority to recommend spend holds, re-phasing, or escalation when execution risk emerges, ensuring decisions are made with full financial context

Performance Reporting & Insights

• Deliver standardized, executive-ready brand performance reporting on a recurring cadence, clearly communicating:
  • performance versus forecast,
  • underlying execution drivers, and
  • areas requiring leadership attention
• Ensure accuracy, consistency, and clarity across all recurring brand-level financial deliverables
• Maintain durable performance tracking supported by scalable FP&A systems, standardized templates, and clearly documented assumptions
• Leverage enterprise FP&A systems, automation