Strategic Finance Lead, Funds

Responsibilities:

Own the Funds division narrative on financial performance, constraints, and outlook including mastery of Funds P&L.

Shape where capital, headcount, and resources go across go-to-market, product, engineering, customer relations, and operations — pressure-testing new initiatives and existing plans, and owning the call on what to fund and what to cut.

Drive quarterly growth planning and target-setting, including bookings, pipeline generation, quota, and sales compensation.

Develop strategy, policy, and operations to manage product pricing and deal desk, rooted in detailed understanding of unit economics.

What we’re looking for:

You've owned growth planning for a rapidly growing business or product line, with 6+ years of experience across strategic finance, consulting, or corporate strategy. You built it, not reported on it.

You form a sharp point of view on where to invest and build conviction around it. You work with product, engineering, GTM, and ops to get to the right call together, and you carry the decision through to execution.

You've stopped funding a project people believed in, and brought them along on why.

You've built the commercial mechanics: sales planning, incentive design, and pricing, all grounded in unit economics.

Your analysis is sharp and aimed straight at the question. You use AI to get there faster, applying it where it earns its place rather than by default.

You've operated with broad scope and no playbook. You make senior judgment calls before the data is clean, and shape your own mandate rather than wait to be handed one.

You bias to action. You'd rather make the call in days and correct course than spend weeks on a cleaner answer.

You communicate to executives in writing, in person, and in charts. You distill a complex problem to the handful of points that move the decision.

How success will be measured:

Leadership has conviction on where the next dollar of capital goes, and why.

The Funds leadership team plans off one model it trusts, with targets, performance, and tradeoffs in one place.

There's a clear, consistent narrative on financial performance and which growth levers to prioritize.

The business hits its growth and profitability targets.