Head of Finance - Planning and Analysis

Nift is a profitable, roughly 60-person company with $50M+ in annual revenue, and our finance function hasn't caught up to the business yet. We're hiring our first Director of Strategic Finance to own planning and forecasting end to end, and to rebuild how finance gets its numbers.

Today, too much of our finance work runs through spreadsheets, manual uploads, and vendor-by-vendor cleanup. You'll have an engineering partner, budget for tools, and a Head of Finance who wants to review your model, not build it. If you write your own SQL, think in three statements, and get a kick out of replacing a manual process with one that runs itself, keep reading.

Nift’s mission is to reshape how people discover and try new brands by introducing them to new products and services through thoughtful "thank-you" gifts. Our customer-first approach ensures businesses acquire new customers efficiently while making customers feel valued and rewarded. We are a data-driven, cash-flow-positive company that has experienced 731% growth over the last three years. Now, we’re scaling to become one of the largest sources for new customer acquisition worldwide.

Backed by Spark Capital & Foundry who also invested in Slack, Snap, SeatGeek, Fitbit, Warby Parker, Wayfair and Twitter, we are poised for exponential growth and ready to demonstrate impact on a global scale. The job has three parts, in this order of priority.

Planning and forecasting, end to end

Own the operating model: revenue, gross profit, OpEx, headcount, EBITDA, working capital, and cash, plus a 3 to 5-year long-range plan.

Own short- and long-term cash flow forecasting, including collections and payment timing.

Build the monthly reporting package and the Board materials with the Head of Finance. Finance systems, automation, and process

Lead the move from spreadsheet-driven finance operations to automated, system-to-system workflows. Current examples: connecting our database to our invoicing platform via API, and automating partner payout calculations into payables.

Partner with an engineer on the product team: write the requirements, define the logic, check the numbers, and run user acceptance testing until it works the way finance needs it to.

Define how the general ledger should be structured so leadership gets the cost visibility it needs (by team, function, and initiative, not just broad class), then work with accounting on the cleanup and on keeping new entries coded correctly.

Evaluate and select finance tools, such as a planning platform, where they earn their keep.

Use AI where it actually saves time: variance commentary, data validation, recurring reporting.

Analysis that drives decisions

Measure payback on our sales investment by team (enterprise and mid-market) in months, not adjectives.

Build advertiser and partner cohort, retention, and spend-distribution analysis by segment.

Model this new business line." "You decide the right methodology (for example, when a short pilot should be excluded from retention), document it, and tell the story the data supports.

Write your own SQL against our production data (read access) and your own finance schema. No waiting on a data team for a pull.

First 90 days: take ownership of the operating model and the annual plan, run your first monthly close review with accounting, and deliver your first reporting package and Board pack.

By month 12: cash forecasting you trust, a ledger structure that answers "what does this team cost?" without manual rework, sales payback and cohort analysis on a regular rhythm, and a finance function that runs without the Head of Finance doing the day-to-day.

7+ years in FP&A or strategic finance. Investment banking or transaction advisory works too, as long as you've since owned planning and forecasting in an operating company.

• Strong, hands-on SQL. You query, join, and reconcile messy data yourself. Full ownership of a P&L's planning, either at a smaller company or for a division that ran like its own business. Mastery of the three statements and how the income statement, balance sheet, and cash flow connect.
• A track record of building something in finance that didn't exist before: a process, a model, a reporting pipeline, or an automation.
• The ability to turn analysis into a clear recommendation for a CEO or a Board.

Experience in performance marketing, adtech, martech, ecommerce, consumer, SaaS, or another data-heavy, variable-cost business.

Cohort, retention, LTV, and unit economics work.

Exposure to finance systems projects: invoicing, payables, planning tools, or an ERP rollout, including working with engineers and running UAT.

Board reporting or investor materials.

A philosophy major with a decade of great FP&A work is a strong candidate.

Accounting. Our accounting team runs the close, AP/AR, payroll, and the audit relationship. You'll partner with them on close reviews, audit schedules, and data quality, but you won't run the books.

We're profitable and not raising right now, and there's little M&A. You'd rather be handed a blank page ("build the business case") than a checklist.