Vice President Finance

Summary

Here’s the thing about building a company from the ground up

The exciting part gets talked about a lot — the growth, the scale, the exit. What doesn’t get talked about enough is the unglamorous work underneath all of it: the close process that needs to be tighter, the forecast that needs to actually be trustworthy, the systems that don’t exist yet but desperately need to.

That’s this job

Our CEO has done this before — he’s grown and exited a facilities services business already, so he knows exactly what it takes and exactly what’s missing right now. He’s not looking for someone to inherit a finished organization. He’s looking for a true partner to help build one, with him, from here.

If you want a VP of Finance title that still comes with spreadsheets, reconciliations, and genuine hands-on work — not just a seat at quarterly board meetings — keep reading.

What you’ll actually be doing

Owning the numbers, completely

You’re responsible for the accuracy and integrity of our financial statements, full stop. That means GAAP-compliant books, a month-end close that doesn’t drag on forever, and financial controls that actually hold up. You’ll work directly with AP/AR staff and our outsourced accounting partner to keep things moving.

Keeping the lenders and board in the loop

Covenant compliance, monthly reporting packages, variance analysis — you’ll be the person translating what’s happening financially into something leadership, lenders, and the board can actually act on.

Managing the lifeblood of the business: cash

You’ll own cash flow forecasting and liquidity planning, short and long term. Payroll, debt service, vendor obligations — you’ll see problems coming before they become actual problems, and you’ll have a plan ready when you do.

Building budgets that mean something

You’ll partner directly with the CEO on budgeting and forecasting, track variances against department leaders, and model out what new customers, new hires, or new investments actually mean for the business financially.

Being a real strategic partner, not just a scorekeeper

This is where the job gets interesting. You’ll build financial models for new business opportunities and capital decisions, develop KPIs and dashboards that give leadership real visibility, and help figure out where profitability and efficiency can improve. You’re in the room for the big decisions, not just reporting on them after the fact.

What you need to bring

• A bachelor’s degree in Accounting, Finance, or something related — CPA strongly preferred, MBA is a nice bonus
• 8+ years in accounting and finance, with real hands-on experience building budgets and forecasts that operators actually use
• Comfort with leveraged capital structures, bank debt, covenant monitoring, and talking directly to lenders
• Strong GAAP expertise — this isn’t optional, it’s the foundation everything else sits on
• Fluency with ERP systems and Excel/Sheets
• The ability to build models, dashboards, and KPIs that people actually look at and use
• Experience working with auditors, tax advisors, lenders, and insurance partners
• A track record of improving financial processes and systems inside growing companies
• PE experience is helpful, but what matters more is the mindset that comes with it

Who thrives here

You’re rigorous — your work is accurate, organized, and complete, every time, not just when someone’s watching. You can take something financially complicated and explain it simply, to people who don’t live in spreadsheets all day. You genuinely like building systems, not just operating inside ones someone else built. You take ownership before anyone has to ask you to. And you lead with both confidence and humility — comfortable in a room with the CEO, the Board, and PE investors, but never too important to dig into the details yourself.

Why this is worth your time

You’ll work directly with the CEO, the Board, and our PE partner — not three layers removed from the real decisions. You’ll be one of the first senior executives in the building, which means the systems you build and the standards you set become the foundation this company scales on. And the compensation reflects it: competitive pay, performance bonus, and equity participation.