Description
The most important figures that one needs for management are unknown or unknowable,but successful management must nevertheless take account of them.
That tension is at the heart of G&A and R&D finance. How do you measure the value of a great legal team before you need them? How do you quantify the compounding returns of an engineering platform investment? How do you build a financial plan around organisations whose most important outputs resist clean quantification?
As we scale, we need a finance partner who can go deep with our G&A and R&D teams: someone who understands how headcount plans become roadmaps, how infrastructure costs relate to product bets, and how to bring financial rigor to organisations that don’t think in quarters.
You’ll be embedded with our Engineering, Product, Design, and G&A leadership, helping them plan, allocate, and make decisions with confidence.
Responsibilities:
- Be the dedicated finance partner to R&D and G&A leadership. Own the financial relationship with our Engineering, Product, Design, HR, Legal, and Finance teams. Understand their priorities deeply enough to anticipate their questions before they ask them.
- Own headcount and operating expense planning for your orgs. Build and maintain the bottoms-up models that drive our R&D and G&A cost bases,headcount by team, vendor spend, allocated infrastructure costs, and discretionary budgets,and keep them current as plans evolve.
- Support strategic resource allocation decisions. Help R&D leaders think through build vs. buy tradeoffs, team sizing decisions, and investment prioritization. Help G&A leaders evaluate vendor contracts, assess functional scaling ratios, and manage cost efficiency as the company grows.
- Drive the annual planning and ongoing forecasting cycles for your orgs. Translate business priorities into financial plans, own the forecast-to-actuals variance process, and surface insights that help leaders adjust course in real time.
- Bring structure to ambiguous investment questions. Whether it’s evaluating a new engineering platform, sizing a legal team for a new product line, or assessing the ROI of a people program, you’ll take complex, qualitative problems and return clear financial framing and a point of view.
You Might Be a Fit If You:
- Have 3–5 years of experience in investment banking, strategic finance, or consulting,ideally with some exposure to technology companies or organisations where headcount is the primary cost driver.
- Are a strong financial modeler who can build a clean, flexible headcount or opex model from scratch, and explain it to someone who doesn’t live in spreadsheets. You have good judgment about what level of precision a given decision actually requires,you know when to build the model and when a back-of-envelope answer is better.
- Are genuinely curious about how product and engineering organisations work,you want to understand what drives team structure, why infrastructure costs scale the way they do, and what makes a people investment pay off.
- Build trust quickly with non-finance partners. You’re comfortable walking into a room full of engineers or lawyers and asking the questions that get you to the real answer.
- Are comfortable pulling and working with data independently,SQL, BI tools, or FP&A platforms,to support your own analysis without relying on a data team.
- Communicate with clarity,you can distill a complex cost driver analysis into a crisp narrative for a leadership team, and you know when to lead with the number and when to lead with the context.