VP, Financial Planning & Analysis

VP OF FINANCIAL PLANNING AND ANALYSIS

LevelBlue reduces risk and builds lasting resilience so organizations can innovate and advance their mission with confidence. As the world's most analyst-recognized and largest pure-play managed security services provider, LevelBlue elevates client outcomes that matter: stronger defense, faster response, and sustained business continuity. LevelBlue combines AI-powered security operations, advanced threat intelligence, and elite human expertise to provide the most comprehensive portfolio of strategic advisory, managed security, offensive security, and incident response services.

Location: New York or Chicago — or remote US east coast with regular HQ presence

Reports to: Chief Financial Officer

Partners with: Corporate Controller / CAO, VP Treasury, VP Corporate Development, Integration Management Office, Revenue Operations

Direct reports: 4–6 (Corporate FP&A, GTM Finance, Delivery/Services Finance, G&A Finance, Planning Systems); ~12–18 total function

Status: Full-time, exempt

LevelBlue is the largest pure-play managed security services provider in the world — a 2024 carve-out of AT&T Cybersecurity, majority-owned by WillJam Ventures with AT&T retaining a minority stake, now past $1B of business following the acquisitions of Trustwave, Cybereason, and the Alert Logic managed services business.

That growth outpaced the finance operating model behind it. This role is integration-first. LevelBlue today runs on four sets of books, four planning conventions, four definitions of a customer, and a synergy case that has to be proven rather than asserted. The VP of FP&A reports to the CFO and is the person who turns that into one company with one plan, one set of numbers, and a credible bridge from underwriting case to realized result — while continuing to run the forecast the board, the sponsor, and the lenders rely on.

This is a build role with board and sponsor visibility from week one, on the critical path to the company's next liquidity milestone. It is not a caretaker forecasting job.

What You Will Own In The First Twelve Months

1. Integration And Synergy Accountability — The Core Of The Role

• Own the financial spine of integration in partnership with the IMO: synergy tracking against the underwriting case, bottom-up by initiative and owner, with realized-versus-plan reported monthly to the CFO, sponsor, and board.
• Enforce clean separation of one-time integration cost, run-rate savings, and dis-synergies. No synergy claimed without a line item and an owner.
• Model and track TSA exit economics and stranded-cost burn-down from the AT&T carve-out and each subsequent acquisition.
• Own the revenue side of the synergy case, not just cost: cross-sell and attach assumptions across the acquired customer bases, re-based retention cohorts, and honest visibility into which revenue synergies are landing.
• Build the repeatable finance integration playbook — Day 1 reporting, Day 100 plan consolidation — so the next acquisition is faster than the last.

2. One Plan, One Model

Consolidate legacy LevelBlue, Trustwave, Cybereason, and Alert Logic planning into a single driver-based operating model on a common chart of accounts, entity structure, and cost taxonomy. Restate acquired-entity history onto a comparable basis. Retire the spreadsheet-of-record.

3. One Set Of Metric Definitions

Establish and defend the enterprise definitions of ARR, net revenue retention, gross and net bookings, backlog, and contracted-not-billed — and own the reconciliation from those metrics to GAAP revenue with the Controller. Today's variance between systems is a diligence finding waiting to happen.

4. Services And Delivery Economics

Build margin visibility by delivery line — SOC operations, MDR/XDR, professional services and consulting, product/platform — including utilization, bill-rate realization, cost-to-serve, and contribution margin by customer cohort and by legacy entity. Recurring managed services and project-based consulting must be modeled and steered differently.

5. Capital-Structure Discipline

Own the covenant model, liquidity forecast, and 13-week cash view with Treasury. Deliver lender and sponsor packages that require no rework, including pro forma and adjusted-EBITDA presentation that survives scrutiny of the addbacks.

6. Exit Readiness

Build what an IPO or sale process assumes already exists: quarterly-close-grade reporting, segment and cohort analytics, comparable multi-year history across the acquired entities, and a forecast track record a diligence team can test.

Core Responsibilities

Planning And Forecasting

• Annual operating plan, quarterly reforecast, monthly rolling forecast, long-range plan.
• The enterprise financial model — P&L, balance sheet, cash flow, covenant compliance — integrated rather than stitched.
• Scenario and sensitivity work for pricing, retention shocks, delivery-cost inflation, integration slippage, and further acquisitions.

Corporate Development And Integration

• Acquisition models, accretion/dilution, and synergy cases; pressure-test the deal team's assumptions before they become commitments.
• Diligence support and purchase-accounting partnership with the Controller: opening balance sheet forecast impacts, earnout and deferred-consideration modeling, and post-close plan integration.
• Entity rationalization and legal-entity forecast impacts across a multi-jurisdiction footprint.

Business Partnership

• Embed finance partners with Sales and GTM, Delivery and SOC operations, Product and Engineering, and G&A hold each function to agreed operating drivers.
• Partner with Revenue Operations on pipeline conversion, quota and capacity planning, sales productivity, and commission modeling across newly combined sales organizations.
• Support pricing and packaging with unit economics rather than anecdote.

Reporting And Stakeholder Management

• Monthly management reporting package, board materials, sponsor and lender reporting.
• Variance analysis with root cause, named owners, and corrective action — not a bridge chart with no accountability.
• Present directly to the board, WillJam Ventures, and the lender group alongside the CFO.

Team And Systems

• Build, coach, and retain a distributed team assembled from the legacy organizations; resolve duplicate roles and unclear ownership rather than working around them.
• Own the planning-system roadmap (EPM selection or consolidation, data model, reporting layer) and automate reporting cycles, including AI-assisted analysis and commentary where it removes manual effort.

What We Are Looking For

Required

• 12+ years in FP&A, corporate finance, or transaction advisory/private equity, including 5+ years leading a corporate FP&A function at $500M+ revenue.
• Owned FP&A through at least one major M&A integration — consolidated planning models, harmonized metric definitions, and personally owned the synergy tracking that was reported to a board or sponsor. Serial-acquirer experience strongly preferred.
• Carve-out and/or TSA-exit experience, including stranded-cost management.
• Private-equity-owned or sponsor-backed environment: covenant reporting, sponsor cadence, value-creation-plan tracking.
• Fluency in both recurring-revenue economics (ARR, NRR, cohort retention, CAC payback) and services economics (utilization, bill-rate realization, project margin, cost-to-serve). Strength in only one will be a stretch here.
• Built a driver-based enterprise model from the ground up, not inherited and maintained one.
• Proven ability to work from incomplete and inconsistent acquired-company data and still publish a number you will defend.
• Credible in front of a board, a sponsor, and a lender group without the CFO in the room.

Preferred

• Managed security services, cybersecurity, MSP/MSSP, or IT services sector experience.
• IPO preparation or public-company FP&A: S-1 support, guidance frameworks, segment reporting, quarterly cadence.
• Multi-entity, multi-currency international operations.
• Hands-on EPM implementation (Anaplan, Pigment, Planful, Adaptive, OneStream) with comfort in the underlying data architecture.
• Bachelor's in Finance