Deputy Chief Financial Officer

Job Description

REQUIREMENTS

• Experience as the most senior finance decision-maker, or their direct deputy, for a business or portfolio with $100M+ in annual revenue across multiple legal entities.
• Personal ownership of major capital-allocation decisions, including the ability to explain what was funded, reduced, or rejected; the dollars involved; the trade-offs; and your recommendation.
• Decision ownership on at least one $25M+ closed M&A, financing, or refinancing transaction, with direct responsibility for negotiation, financing selection, board recommendation, or post-close integration.
• Direct experience presenting to and taking live questions from a board of directors.
• Ownership of an external audit relationship under US GAAP or IFRS, directly or through a Controller reporting to you.
• Hands-on experience with a true enterprise ERP such as SAP, NetSuite, Oracle, Workday, or equivalent.
• Recent experience re-architecting a finance workflow around AI, with enough regular personal AI use to understand where the technology is reliable, where it is not, and how those boundaries should shape finance-system design.
• Ability to operate integrated 3-statement models and defend assumptions, downside scenarios, covenant math, capital structure, and recommendations under live questioning.
• Strong written and verbal English, with experience communicating directly with CEOs, boards, lenders, or capital partners.
• Located within the UTC−8 to UTC+3 time-zone range.
  

Nice-to-have Requirements

• CPA, ACA, ACCA, CIMA, CFA, MBA, or comparable finance credential.
• Earlier career experience in private equity, investment banking, M&A, corporate finance, or another environment requiring rigorous modeling and high-stakes capital decisions.
• Experience rebuilding a finance function rather than simply inheriting and operating one.
• Experience across a portfolio, multi-entity, or PE-backed operating environment.

RESPONSIBILITES

• Allocating capital across the portfolio: Run capital and portfolio reviews, rank competing uses of capital on risk-adjusted return, and make clear fund, hold, restructure, exit, debt-paydown, or acquisition recommendations.
• Architecting an AI-native finance system: Redesign planning, reporting, consolidation, controls, portfolio monitoring, and financial workflows around AI, automation, and scalable systems rather than additional headcount.
• Driving investments and transactions: Build and defend the financial case for strategic investments, M&A, financing, and refinancing, including integrated models, downside scenarios, capital structure, covenant implications, and execution plans.
• Owning board and capital-partner communication: Give the CEO, board, lenders, and capital partners fast, quantified, defensible truth, with recommendations that make the decision and trade-offs explicit.
• Building a high-leverage finance leadership team: Set the bar for a small group of exceptional finance leaders while creating systems that allow new ventures and greater complexity to be absorbed without linear organizational growth.

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