Director of Financial Planning & Analysis

Role Summary 

We're hiring a hands-on Director of FP&A to own the planning cycle and analytical output for the business  who has managed or generated financial models through clean data in order to develop a comprehensive understanding of the business and its strategic objectives and how they relate to financial planning activities. 

You will also have ownership of the annual group budgeting & forecasting process and the regular report packs for senior management. Furthermore, you will be required to deliver step changes to the quality and efficiency of the management reporting and forecasting.This is an execution and build role: forecasts, the annual plan, and the numbers being right, every time. The person in this seat leads a team, day-to-day, developing their technical and analytical capability, and partners with functional leaders and finance business partners across the business. 

We need someone who'd rather solve the modelling problem than sit in the stakeholder meeting about it. This is explicitly not a strategic, board-facing VP role. It's a builder-operator role for someone who wants to be the best technical FP&A person in the building. 

What You'll Own 

• The planning cycle — building forecasts, owning the annual plan, running the recurring FP&A processes end to end 
• The models — designing, maintaining, and improving the analytical infrastructure that FP&A runs on; solutioning our FP&A data setup and fixing what's broken in it today 
• The team — leading day-to-day, coaching them on technical and analytical rigor 
• The numbers — accuracy, consistency, and defensibility of the analytical output that goes to functional leaders and finance business partners 
• Cross-functional partnering — working with department heads to inform (not dictate) resource allocation decisions through analysis and recommendation 

Success in the First 6–12 Months 

• Has taken ownership of the FP&A data/model setup and materially improved its reliability and structure 
• Is running the planning cycle and annual plan process with minimal oversight 
• Has built credibility with the analyst/manager team as someone who can go deeper than they can technically 
• Functional leaders trust the numbers coming out of FP&A without needing to double-check them 

Skills, Knowledge & Expertise 

• ACA, ACCA, or CIMA qualified (or equivalent), with a track record of building and owning FP&A models and processes end-to-end 
• Advanced Excel and financial modelling skills — able to design, build, and rebuild planning models from scratch, not just operate within existing ones 
• Strong working knowledge of financial data infrastructure and tooling (Power BI & SQL) — genuinely comfortable in the data layer, not just the output 
• A numbers-first problem solver: able to think laterally, use own initiative, and challenge the status quo on how planning and reporting should be structured 
• High accuracy and attention to detail, with a low tolerance for numbers that don't tie out 
• Confident communicator, verbal and written — able to translate complex analysis clearly, though this is secondary to analytical depth 
• Comfortable operating at pace in a fast-moving, high-growth environment, reacting positively to change 
• Ambitious, self-motivated, and relentless — driven to go deeper technically than the role strictly requires, rather than settling into a comfortable operating rhythm 

Skills, Knowledge & Expertise 

• ACA, ACCA, or CIMA qualified (or equivalent), with a track record of building and owning FP&A models and processes end-to-end. 
• Advanced Excel and financial modelling skills — able to design, build, and rebuild planning models from scratch, not just operate within existing ones 
• Strong working knowledge of financial data infrastructure and tooling (e.g. BI/reporting platforms, data warehousing, or planning software) — genuinely comfortable in the data layer, not just the output 
• A numbers-first problem solver: able to think laterally, use own initiative, and challenge the status quo on how planning and reporting should be structured 
• High accuracy and attention to detail, with a low tolerance for numbers that don't tie out 
• Confident communicator, verbal and written — able to translate complex analysis clearly, though this is secondary to analytical depth 

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