Senior FP&A Manager

About the Role We are one of the fastest growing brands in our category. Our financial foundation is strong. We have a seasoned bookkeeping team, active founder and COO involvement, and experienced senior marketing leadership in place. What we need now is a sharp Senior FP&A Manager who can bridge finance, marketing, and operations to ensure every major decision is backed by accurate, real-time data. The infrastructure is here. You are not starting from zero. You are coming in to sharpen what we have and build the financial discipline to take us to the next level. As Mina Baie continues to scale, we expect this role to grow in scope and responsibility alongside the business. This role reports directly to the COO. Day-to-day you will work closely with our Founder, Demand Planning and Marketing teams, partnering to ensure financial decisions are grounded in commercial reality. You will manage our external bookkeeping agency and one internal contractor, keeping both focused and on track. Key Responsibilities Re-Forecasting & Financial Agility Own mid-month re-forecasting when actuals shift significantly against plan, with fast downstream impact analysis across inventory, OpEx, and cash. Establish a clear re-forecast trigger threshold and a defined turnaround process so leadership has updated visibility quickly. Build and maintain rolling forecasts that reflect actual business cadence, not just monthly snapshots. Inventory & COGS Granularity Partner with our bookkeeping agency to ensure SKU-level landed costs, COGS, shrinkage, and warehouse chargebacks are accurately reflected in the P&L and balance sheet. Clarify and maintain ownership boundaries between this role and our bookkeeping agency. Ensure inventory valuation methodologies are consistently applied and auditable. Month-End Close Oversight Review the P&L and Balance Sheet at every close for inconsistencies, with particular focus on inventory valuation on the balance sheet and COGS flow-through on the P&L. Hold the bookkeeping team to the close calendar and instruct corrections when inconsistencies are identified; the bookkeeping team implements. This is workflow and standards direction, not people management — the bookkeeping agency and internal contractor report formally to the COO. Maintain the rolling budget in lockstep with each close, so re-forecasts reflect actuals as soon as the books are finalized. Demand Planning Pressure Testing Work alongside our in-house demand planner to pressure test monthly buying assumptions against the broader forecast, cash position, and margin targets. Challenge both volume and timing, identifying where we may be over or under buying on specific SKUs, and whether stock is arriving too far ahead of launch. Quantify the cash flow, margin, and working capital impact of demand planning misses, particularly around Chinese New Year buying cycles. Marketing Budget & Department Accountability Partner directly with our VP of Marketing and Senior Director of Marketing to ensure every marketing decision is backed by accurate, real-time financial data. Build top-line and channel-level revenue forecasts for the marketing team — this modeling expertise sits with Finance, not Marketing, so this role owns the model, not just the audit of it. Build the financial framework that holds marketing accountable to their own projections, ensuring assumptions behind incremental spend requests are realistic and tie back to the broader plan. Monitor and audit marketing budget and spend on an ongoing basis, flagging variances early. Set department-level budgets for a business growing at 2x year over year. Prior year numbers are not a useful baseline and zero-based or driver-based approaches will be required. Strategic Growth Analysis Build and own an 18-month budget with a detailed revenue breakdown by channel, developed in partnership with our executive marketing team and tied directly to our revenue goals. Model the financial case for geographic expansion into new markets, determining when and in what sequence we enter each, with the data to back the decision before we commit. Plan wholesale channel growth by partner and by timing, with clear visibility into the margin and cash implications of each new relationship. Build decision-support models that give leadership clear answers, not just options. Support our growth plan with scenario modeling that gets ahead of capital, margin, and operational constraints before they become problems. What We Are Looking For 5–7 years in FP&A or accounting within an inventory-heavy DTC, ecommerce, or CPG brand, not generalist. Must have hands‑on experience identifying and correcting inventory valuation or COGS misstatements (e.g., landed cost errors, shrinkage, GL-to-sub‑ledger discrepancies), not just modeling around them. Strong modeler who can build clean, flexible forecasts quickly and knows when good enough is good enough. Someone who asks questions and pushes back when the numbers do not add up, across marketing, operations, and supply chain. Works well with others. This role sits across multiple teams and needs to earn trust quickly. Wants to grow. We are one of the fastest growing brands in our category and this role grows with the business. Nice to Have Hands‑on experience with Bright Pearl, Ship Hero, or similar inventory and fulfillment platforms. Familiarity with seasonal buying cycles and the financial planning demands of CNY or other key inventory commitment windows. What Success Looks Like in Year One We have a locked 18-month budget with a detailed revenue breakdown by channel, built in partnership with our executive marketing team and grounded in how we will actually get to our revenue goals. The plan clearly maps when we expand into new geographies such as Canada, the UK, and the EU, with the financial case for each decision made before we commit. Wholesale is planned by channel and by timing, with a clear view of which partners to bring on, when, and what that means for margin and cash. We have a defined split between evergreen revenue and drops or new launches, so the business is not entirely dependent on launch cycles to hit its numbers. We can re-forecast within 48 hours of a material revenue shift and immediately see the downstream impact on cash, inventory, and OpEx. We are in the strongest financial position we have ever been in to plan the next stage of growth. #J-18808-Ljbffr Mina Baie