Vice President of Financial Planning Analysis

The Vice President of FP&A reports directly to the CFO and plays a critical role in building a robust FP&A capability to support the needs of management and the private equity sponsor. The Vice President of FP&A will build a “fit for purpose” FP&A capability by outlining the requirements, both organizationally and functionally, and translating these into a Transformation Roadmap that addresses gaps in skills, tools, KPIs, etc. This critical leader will support and partner with the Executive Leadership Team in executing the value creation plan to deliver accretive EBITDAR growth.

Key responsibilities include a) core FP&A elements- reporting, establishing the cadence for forecasting & variance analysis, leading the AOP, building a ZBB, maintaining the 13 week cash flow forecast; b)owning the financial side of the Transformation and scorecards; c) driving insights, action, and substantial EBITDAR creation through a wide range of analytics and new processes (robust “profit cube” and pricing strategy, Push Lists, Asset Procurement (IRR) and new business cases); and d) importantly “telling the story” behind the numbers.

The role involves working with the Private Equity Sponsor in various capacities, including evaluating bolt-on opportunities as they arise. Above all, the VP of FP&A will be a strategic thinking who is a hands-on executor, with heavy data & analytics experience, who is comfortable with the 80/20 rule and highly skilled at partnering with people at all levels across the organization.

RESPONSIBILITIESStrategy and Business Partnering Partner with the leadership team to attain strategic EBITDAR targets by developing and persuasively communicating fact-based insights and data driven analysis for the strategic direction of the business to support value creation initiatives across the organization.Deploy bi-weekly rhythm with Senior Leadership on EBITDAR performance/forecast tracking and variance analysis.Take ownership of the financial side of Playbook, Transformation, and “O” initiatives, partners with VPT.Design/Maintain the organization scorecard for CEO and CFO and cascade through the organization.Inventory and centralize all financial reporting with the organization to maintain a single source of truth.Analytics and Decision MakingEstablish a rapid business case development process on strategic opportunities (asset procurement, channel partnerships, 145 capabilities).Build a repeatable Asset Procurement (IRR) model and discussion materials that forecasts timing of revenue, margin, teardown, repair forecast and cash inflows/outflows which supports ELT and OpCo decision making.Establish a standard business case process (inclusive of proposal deck, model) to evaluate opportunities (covering 145 Repair Capabilities, Channel Partnerships, and other emergent opportunities) with ELT and OpCo.Develop and deploy “profit cube” and Pricing Model to support Product Line Management’s categorization and pricing of Stocklines. Uncover EBITDAR opportunities for evaluation/prioritization in FY24; roadmap EBITDAR opportunities for FY25.Partner with commercial and asset management organizations to generate inventory Push Lists aligned to potential customer fleets and OEM inventory needs.Create a Repeatable Analysis that aligns inventory on hand with Potential Customers for Commercial Discussions; By customer fleet mix and OEM channel; Generate additional revenue through this new process.

Budgeting, Reporting, Planning & Forecasting Own Management Reporting, Budgeting and Forecasting across the organization for all internal and external stakeholders.Lead Annual Operating Plan creation and maintain budget/forecasting with a zero-based budget approach; 6+6 forecast must be treated like an AOP (process to start with 3+9 as basis).Implement re-designed OpCo reporting deck/package OpCo reporting.Lead 13-week cashflow and working capital analyses to support cash-based decision making.M&A Support Support the private equity sponsor in evaluation of bolt-on opportunities and modeling scenarios.Execution of synergies and financial benefit realization within 180 days of M&A close.Build a sustainable FP&A Capability Outline the requirements, both organizationally and functionally, to build a fit for purpose FP&A function.Build a FP&A transformational roadmap that clearly addresses gaps in tools, KPIs, metrics, etc. Roadmap should align with the business requirements for and size of the organization.QUALIFICATIONS, EDUCATION, AND SKILLSBachelor’s degree in relevant area required – Finance, Accounting, Business AdministrationMBA a plus7 - 10 years of experience in a similar type of business (e.g., manufacturing company with broad product line & high SKU count, multi-channel distribution, aviation)Private equity experienced preferredHighly proficient in excel-based modelingExpertise in defining, modeling, tracking, and reporting KPIs,Have built out/established FP&A capabilities – e.g., AOP, budgeting process and cadence, driver-based forecastingExperience with modeling profitability at various levels (e.g., customer, segment, channel, product category, SKU)Ability to effectively communicate the current financial and operational performance of the business and variances with the executive team and business leadersComfortable engaging with, and relating to, all levels of the organizationBrings a strategic perspective, in addition to a detailed execution-orientationExperience performing due diligence of, and integrating, bolt-on acquisitions