Director, Portfolio Finance

• Location 1111 Brickell Avenue,STE 2802,Miami, FL, 33131,United States

Description

The Director serves as the principal execution and analytical partner to the Head of Finance. The role leads the day-to-day production, consolidation, first-level review and continuous improvement of portfolio and project financial reporting and is expected to transform entity submissions and project information into complete, reconciled and actionable recommendations.

The Director serves as the principal execution and analytical partner to the Head of Finance. The role is expected to transform entity submissions and project information into complete, reconciled and actionable recommendations—not simply compile data or present partially developed analyses.

The Head of Finance retains executive ownership of CTI’s corporate budget and forecast, corporate overhead and headcount, portfolio liquidity and treasury strategy, capital calls, banking and shareholder relationships, investor communications, and executive and Board reporting. The Director prepares the supporting analysis and complete reporting product for the Head of Finance’s review, approval and presentation.

Requirements

• Lead the monthly portfolio reporting process, consolidating financial and operating results across CTI’s operating terminals, development projects and corporate activities.
• Produce complete monthly, quarterly and annual reporting packages covering actual results, budget, forecast and prior-year performance.
• Analyze revenue, operating expenses, SG&A, EBITDA, project-cost activity, headcount, cash, debt and other key performance indicators.
• Identify the operational and financial drivers of material variances and provide clear conclusions and recommended actions.
• Ensure reported results reconcile to the underlying accounting records and approved entity submissions.
• Coordinate reporting submissions from MCTA, STT/CBD and the other portfolio entities using consistent definitions, templates and deadlines.
• Maintain appropriate source references, reconciliation controls and audit trails for material portfolio metrics.
• Develop concise management commentary that explains performance, risks, forecast changes and required decisions.
• Prepare the underlying analyses, tables and reporting materials used by the Head of Finance for executive and Board reporting.

2. SPV Finance Oversight

• Provide direct functional oversight of the finance teams supporting SPVs: Barcelona, Ravenna and Fiumicino.
• Establish and enforce monthly reporting calendars, deliverable standards, review procedures and escalation protocols for the European SPVs.
• Review entity financial results, forecasts, cash positions, debt balances, project expenditures and key operational assumptions before consolidation.
• Challenge incomplete, inconsistent or unsupported submissions and ensure issues are resolved with the relevant finance and operational teams.
• Improve the reporting files used to gather, validate and consolidate information from the European SPVs.
• Increase visibility into source data, accounting classifications, project costs, commitments, cash requirements and forecast assumptions.
• Identify and resolve process, system and communication issues that reduce reporting efficiency or delay decision-making.
• Work closely with the Controller to ensure that management reporting reconciles to the accounting close and that reporting adjustments are appropriately documented.
• Support the development of the European finance teams and promote clear accountability for deadlines, data quality and financial analysis.

3. Development Pipeline and Project Controls

• Lead financial monitoring and reporting for CTI’s development pipeline and major construction projects.
• Track actual project costs against approved budgets, revised budgets and forecasts.
• Maintain visibility into committed costs, purchase orders, executed contracts, pending change orders and uncommitted project contingencies.
• Develop and maintain forecasts of cost to complete and total project cost.
• Identify emerging cost overruns, funding gaps, schedule-related financial risks and changes in project scope.
• Work closely with the Development team to validate project assumptions, construction schedules, commitments and expected cash requirements.
• Produce rolling project cash-flow forecasts and identify the timing and amount of anticipated funding needs.
• Reconcile project reporting to the general ledger, project-cost schedules, lender reporting and other authoritative sources.
• Distinguish clearly among incurred costs, capitalized costs, committed costs, cash-paid expenditures and total project budgets.
• Support financing, drawdown and capital-call analyses by providing complete and validated project data to the Head of Finance.
• Establish a consistent project-control framework across the portfolio, including definitions, templates, review standards and escalation thresholds.

4. Planning and Forecasting Process

• Manage the portfolio planning and forecasting process under the direction of the Head of Finance.
• Coordinate entity submissions, calendars, templates, assumptions and review meetings.
• Consolidate operating forecasts, project-cost forecasts, headcount plans and cash-flow inputs.
• Perform first-level review and challenge of entity and departmental assumptions.
• Prepare scenario analyses and quantify the effect of changes in operations, project timing, costs, financing and other key assumptions.
• Maintain an integrated and internally consistent portfolio forecast.
• Document forecast changes and clearly explain movements from the prior forecast, budget and actual results.
• Present a complete forecast recommendation to the Head of Finance for review and approval.

5. Cash-Flow and Liquidity Analysis

• Consolidate entity and project cash forecasts into a portfolio cash outlook.
• Monitor actual cash balances, restricted cash, debt drawdowns, near-term project requirements and expected operating cash flows.
• Identify the timing and amount of forecast liquidity requirements.
• Prepare supporting analyses for funding decisions, capital calls, lender discussions and cash allocation.
• Highlight liquidity risks, forecast shortfalls and differences between incurred project costs and cash-paid expenditures.
• Ensure entity cash forecasts are complete, supported and consistent with operating and project forecasts.

6. CTI Corporate Reporting Support

• Support the Head of Finance with analysis of CTI corporate performance, including corporate SG&A, professional fees and other overhead.
• Consolidate approved corporate assumptions into portfolio reporting and forecasting.
• Reconcile corporate financial information to the accounting records and approved budget.
• Provide analysis of corporate cost trends and material variances.

7. Reporting Infrastructure and Process Improvement

• Design and maintain scalable portfolio-reporting and project-control files.
• Standardize data definitions and reporting methodologies across entities and projects.
• Reduce dependence on manually reconstructed information and unsupported estimates.
• Improve links among accounting records, project schedules, cash forecasts, management reporting and presentation materials.
• Implement validation checks that identify missing, inconsistent or duplicated information.
• Establish clear ownership of source data and recurring reporting inputs.
• Partner with Accounting and Information Technology to improve systems, automation and data availability.
• Maintain version control and documentation for key reporting models and assumptions.

8. Leadership and Cross-Functional Partnership

• Serve as the principal working-level finance liaison between CTI corporate finance and designated SPVs, ensuring clear communication, timely escalation and accountability for financial deliverables.
• Build strong working relationships with entity Finance Directors, Development, Operations, Accounting, Treasury and other corporate functions.
• Set clear expectations for reporting quality, completeness, timeliness and accountability.
• Lead recurring financial-performance and project-control reviews with the European SPVs.
• Escalate material risks and unresolved issues promptly, with a quantified impact and recommended response.
• Develop finance-team capabilities in forecasting, analysis, project controls and management reporting.
• Promote a culture of ownership, disciplined follow-through and continuous improvement.

The Director is accountable for delivering complete, reconciled and decision-ready work products. This includes resolving routine data gaps with source owners, validating information against authoritative sources, reconciling totals, identifying the conclusion and providing a recommended action.

Raw data, unreviewed entity submissions, unsupported assumptions and partially constructed analyses are not complete deliverables. When an issue cannot be fully resolved, the Director must quantify its potential impact, explain what remains outstanding, identify the decision required and recommend the next step.

Authority and Accountability

The Director owns the processes and deliverables within the role’s scope, including portfolio reporting, coordination of the planning and forecasting process, European SPV financial oversight, development-project controls, and the consolidation and analysis of portfolio cash requirements.

The Head of Finance retains executive accountability and final decision authority for:

• CTI’s corporate budget, overhead and headcount plan;
• the official portfolio budget and forecast;
• portfolio liquidity, treasury strategy and capital allocation;
• capital calls and shareholder funding requests;
• banking, lender, investor and shareholder relationships;
• executive and Board financial reporting and presentations;
• accounting policy, financial controls, tax and insurance oversight; and
• final approval and communication of financial results, forecasts and funding requirements.

The Director prepares and recommends; the Head of Finance reviews, approves, decides and represents CTI with executive, Board and external stakeholders.