Manager, Commercial Finance Sales

We are currently hiring a Full-Time Manager, Commercial Sales Finance in Boston, MA.

The Manager, Commercial Sales Finance supports the Sr. Manager, Commercial Sales Finance and Sales organization, serving as the primary consolidation point for the Commercial Sales financial narrative each month. The role leads a team of three Senior Financial Analysts covering six domestic sales divisions and is accountable for the integrity, timeliness, and insight quality of monthly reporting, the quarterly Latest Estimate (LE), the Annual Operating Plan (AOP), and CSO and national team budget management. This is a dual-mode role that combines executive presentation responsibilities with hands-on planning infrastructure development, primarily in Anaplan. The Manager partners cross-functionally with Sales, Marketing, Operations, and Supply Chain / Demand Planning to translate commercial strategy into financial outcomes and to challenge assumptions where appropriate.

What You'll Brew: 

Team Leadership and Development

• Lead and develop a team of three Senior Financial Analysts covering New England, Atlantic, Southeast, Mid-America, Pacific, and Mountain divisions; set priorities, review deliverables, and build bench strength.
• Coach analysts on commercial finance acumen, three-tier economics, trade spend ROI, per-case discipline, and executive-level financial storytelling.
• Manage performance through goal-setting, feedback cycles, and career development planning; cultivate a culture of analytical rigor, business partnership, and continuous improvement.
• Establish and enforce team communication cadence, deliverable deadlines, and accountability standards.

Monthly Reporting and Performance Narrative

• Serve as the consolidation point for the Commercial Sales financial narrative each month; receive divisional performance updates from the analyst team, integrate them into a coherent CSO-level story, and deliver to the Sr. Manager two-plus business days before the monthly CSO review.
• Own the Monthly Business Review (MBR) process, including standardized templates, root-cause analysis, action tracking, and visible month-over-month process maturity.
• Lead variance bridge construction (Actual vs. AOP, LE, and Prior Year) through delivered gross profit, with price / volume / mix decomposition; ensure narratives proactively address executive follow-up questions.
• Review divisional Quarterly Business Review (QBR) decks before Director sign-off; ensure analytical defensibility and storytelling quality before delivery to division directors and divisional business managers.

Planning Cycles - AOP, LE, and Monthly Close

• Lead the Commercial Sales inputs to the Annual Operating Plan (AOP) in partnership with sales division directors and divisional business managers, including volume, net revenue, trade, OpEx, and contribution; reconcile bottom-up build to top-down targets.
• Drive the quarterly Latest Estimate (LE) refresh; align Sales, Revenue Growth Management (RGM), and Finance assumptions; quantify risks and opportunities versus AOP; package the LE narrative for executive review.
• Support monthly close, including accruals (especially trade and incentives), commentary, and variance analysis tied back to source systems (SAP and VIP).
• Drive forecast accuracy to within +/- 5% on controllable spend budgets versus LE; ensure delivered gross profit variance drivers (volume, revenue, trade, discounts) are explained with confidence.

CSO and National Team Budget Ownership

• Own forecasting and budget management for CSO and national functions, including National Incentives, Category Management, Sales Strategy and
• Enablement, Sales Support, Meetings, Training, Commercial and Wholesale Activation Marketing, Revenue Growth Management, and National Accounts.
• Hold quarterly in-person budget and outlook reviews with each XLT (Executive Leadership Team) budget owner.
• Manage overhead flat to prior year and commercial functions to LE.

Cross-Functional Business Partnership

• Serve as a trusted finance partner to the CSO organization; translate commercial strategy into financial outcomes and challenge assumptions when appropriate.
• Partner with Marketing on consumer programming, couponing, scan, and field activation economics.
• Partner with Operations and Supply Chain / Demand Planning to align demand assumptions with the revenue plan, evaluate inventory implications of forecast shifts, and flag risks to delivered gross profit.
• Partner with Revenue Growth Management on trade architecture, promotional efficiency, and pricing.
• Develop deep knowledge of divisional go-to-market strategies, including in