Director of Financial Planning and Analysis

Most FP&A roles ask you to explain what already happened. This one asks you to shape what happens next. My client is a private equity backed multi-unit organization headquartered in South Florida, operating several locations across the United States alongside a growing direct-to-consumer channel. Since the sponsor acquired the business, the footprint has expanded steadily, and the year ahead carries one of the more aggressive unit growth plans in the company's history. That expansion runs through this seat. The new unit proforma model, the renewal and cannibalization calls, the four-wall economics behind every opening and every closure: this role owns all of it. You would report directly to the Chief Financial Officer, with a standing seat in front of the executive team, the Board, the sponsor, and the lender group. WHAT YOU WILL BE RESPONSIBLE FOR Own the annual budget, the long-range plan, and the rolling forecast across every channel, brand, and legal entity Build and maintain the integrated three-statement operating model, including consolidation and intercompany elimination logic Own the new unit proforma model and serve as the analytical decision maker on renewals, remodels, and cannibalization Drive four-wall profitability analysis, underperforming location reviews, lease economics, and post-completion payback Produce the weekly flash, the monthly operating review, and the quarterly Board package, including variance analysis and forecast walks Deliver weekly and monthly liquidity forecasting, including 13-week cash flow, borrowing base availability, and working capital Prepare covenant calculations, compliance certificates, and lender reporting under the term loan and asset-based facilities Model covenant cushion and availability under multiple scenarios, flag risk early, and bring the corrective levers with you Partner with commercial leadership on margin, pricing and promotional cadence, vendor terms, and inventory productivity, and with field operations on labor modeling and productivity metrics Support M&A, new brand, and new market evaluation, from diligence through post-close integration tracking Automate recurring reporting, stand up self-service dashboards, and improve integration across point of sale, ERP, and operational data sources Manage and develop an analyst, and build the bench as the portfolio grows WHAT MAKES THIS OPPORTUNITY DIFFERENT Direct line to the CFO. No layer between you and the decision maker, and no layer between your work and the Board. Real growth, not projected growth. This is an operator adding units against a plan the sponsor has already funded. The expansion math is your math. The planning and analytical infrastructure is being defined right now. Whoever takes this seat gets to decide what good looks like here. Sponsor and lender exposure that travels with you. Covenant mechanics, borrowing base reporting, sponsor packages, and diligence work are difficult experience to acquire and disproportionately valuable in the next move after this one. WHAT WE ARE LOOKING FOR 8 to 18 years of progressive corporate finance or FP&A experience, including at least two years at the senior manager or director level Bachelor's degree in Finance, Accounting, Economics, or a related discipline; MBA or CPA welcome but not required Multi-unit experience is strongly preferred, meaning finance leadership inside an organization running a large base of individual locations with comparable unit economics Experience inside a private equity backed, leveraged, or multi-entity organization, ideally with exposure to sponsor reporting and covenant compliance Expert-level Excel and genuine three-statement modeling depth, including scenario, sensitivity, and free cash flow work Working knowledge of credit agreement reporting, financial covenants, and borrowing base mechanics A track record of presenting to executive and Board audiences and holding your ground when the numbers say something people did not want to hear Comfort with lean resources, competing priorities, and the ambiguity that comes with a business in expansion mode #J-18808-Ljbffr StevenDouglas