• Operate FP&A with minimal executive oversight, while maintaining CFO-level rigor and judgment • Deliver credible, decision-useful plans and forecasts that executives and the Board trust • Enable faster, more confident decisions on hiring, spend, and investment trade-offs • Establish FP&A as a true business partner to functional leaders, not a gatekeeper • Build a scalable FP&A operating model suitable for a $200M–$400M+ ARR SaaS company • Own the annual operating plan, rolling forecasts, and long-range (multi-year) financial plan • Ensure plans are internally consistent, strategically grounded, and clearly tied to operating drivers • Translate strategy into actionable financial frameworks that guide execution over time • Serve as a trusted financial partner to GTM, Product, Engineering, and G&A leaders • Improve decision velocity around hiring, spend, and investment while maintaining fiscal discipline • Help functional leaders understand trade-offs, ROI, and second-order impacts of decisions • Own the financial story presented to the executive team and Board • Clearly articulate performance, risks, opportunities, and forward-looking implications while ensuring forecasts and plans are explainable, defensible, and decision-oriented • In partnership with the CFO, play a leading role in preparation, analysis, and communication with analysts, banks, and potential investors. • Build and maintain clear models for headcount, operating spend, and margin evolution • Establish pragmatic guardrails that balance growth enablement with financial responsibility, including financial governance and decision support for purchasing and vendor spend • Enable dynamic reallocation of resources as business priorities evolve • Lead and develop a high-performing FP&A team (including existing team members) • Expand capacity thoughtfully, including leveraging lower-cost regions where appropriate • Establish clear FP&A processes that scale without adding unnecessary friction or bureaucracy • Partner closely with the Head of Data & Analytics to ensure plans and forecasts are grounded in trusted, watertight metrics • Align planning models with certified definitions of ARR, NRR, GRR, FCF, and other company-critical metrics • Help identify leading indicators that improve forecast accuracy and early-warning capabilities.