Director or VP Of Finance and Business Operations

Director or VP of Finance and Business Operations
About the Role
We are hiring a Director or VP of Finance and Business Operations to build and lead the finance function for a growing B2B SaaS company, and to scale how the business runs more broadly. Title and level depend on experience. This is a leadership seat, not an individual contributor seat.
You will own the finance strategy behind our subscription and services business: the ARR model and metrics leadership and the board decide on, the annual budget and rolling forecast, capital and cash strategy, and the systems and team that produce all of it. You will also own the operational backbone: HR, recruiting, legal, and the processes that let a fast-growing company operate without breaking as headcount and complexity multiply. You report to the CEO and build the teams underneath you.
The right person is comfortable at both altitudes and in both domains: setting the revenue recognition policy the team applies, walking the board through what the ARR waterfall means for next year's plan, and redesigning the hiring process or how legal requests get triaged to outside counsel. You would rather build functions that scale than run ones that don't. Operations here will grow in scope right alongside finance, and we want the person who builds and leads both.
What You Will Own
Financial Strategy, Planning, and Analysis
The annual budget and a rolling 12-to-18-month forecast, built with department leaders, with cost visibility so budget owners can manage their own numbers.
Scenario planning and unit economics: CAC, LTV, magic number, gross margin by revenue stream, and the sensitivity analysis behind hiring, pricing, and investment decisions.
Cash and capital strategy: 13-week cash flow forecasting, working capital planning, treasury and banking relationships, runway and fundraising planning.
The monthly leadership and board package: balance sheet, income statement, cash flow, ARR waterfall, KPI dashboard, budget-to-actual variance, and commentary on what the numbers mean and what to do about them.
Investor relations support: board materials, data room management, and diligence for financing, credit facility, or transaction events.
ARR, Metrics, and Revenue Strategy
The monthly ARR waterfall as the single source of truth, reconciled to both the billing system and the GL: beginning ARR, new, expansion, downgrade, churn, net new, ending ARR.
The rate metrics that follow from it: gross and net revenue retention, churn, downgrade, expansion, and growth rate, with written definitions so figures stay consistent across Finance, Sales, leadership, and the board.
Month-over-month movement explained to the customer level, with the specific drivers behind expansion, downgrades, and churn identified rather than described.
The revenue recognition policy under ASC 606, with the five-step model applied to every current and proposed revenue stream.
Partnering with Sales and Customer Experience on deal structure and non-standard contract terms before they are signed, so the revenue system stays clean.
Accounting Oversight and Controls
Oversight of the full cycle monthly, quarterly, and annual close, delivering accurate financial statements within 5 to 10 business days of month end, through a team you build and manage.
The general ledger, chart of accounts, and close standards under U.S. GAAP, with documented policies a reviewer can follow without you in the room.
Internal controls appropriate to our scale: segregation of duties, approval thresholds, and expenditure authority, built to scale without proportional headcount.
The people, process, and tooling to produce GAAP financial statements auditable under U.S. GAAS, and relationships with external accountants, tax preparers, auditors, and lenders.
Technical accounting positions on ASC 340-40, ASC 718, and ASC 350-40 where applicable, and the ASC 740 income tax provision, deferred rollforward, and valuation allowance assessment.
Section 174 and R&D credit strategy, and multistate income tax nexus, apportionment, and SaaS revenue sourcing, coordinated with external advisors.
Systems and Team Leadership
The finance stack strategy across ERP, billing, payments, spend management, close management, tax compliance, payroll, fixed assets and leases, and cap table, plus the integrations between them so data moves without manual rekeying.
Build, buy, and replace calls on finance tooling, including migrations off systems the company has outgrown.
Hiring, developing, and managing the finance and accounting team as the function scales.
The Finance scorecard and metrics in the company operating cadence.
The billing and subscription system strategy: quote-to-cash architecture, plan and price book design, and the GL integration.
Payroll, Commissions, and Equity Oversight
Oversight of payroll accuracy and the accounting treatment of wages, taxes, and benefits. This is a trust function, and errors are treated as such.
Sales commission and bonus plan design and oversight, so plans drive the right behavior, apply accurately, and pay on schedule.
Oversight of benefits invoicing, 401(k) administration, and the annual audit and Form 5500 filing.
The cap table and equity strategy: grant structure, 409A coordination, and dilution modeling, with the records supporting ASC 718 expense.
HR, Recruiting, and Legal Oversight
Building and managing the HR and recruiting function: hiring plans, role scoping, and the process that gets candidates from sourced to signed.
People operations fundamentals: onboarding, compensation structure, performance processes, and employment law compliance across the states we operate in.
Managing legal affairs through outside counsel: contract review and negotiation, employment matters, corporate governance, IP and vendor agreements.
Selecting and managing the external law firms and HR/legal advisors we rely on, so the right issues reach the right expert before they get expensive.
What We Require
8+ years of progressive finance and accounting experience, including 2+ years leading a finance function at the Director, VP, or Head of Finance level.
SaaS or subscription business experience, including deferred revenue dynamics and SaaS metric strategy. Not negotiable.
Demonstrated ownership of the planning cycle: annual budget, rolling forecast, and board reporting, strategy through delivery.
Deep fluency in ASC 606, gained by owning the framework or directing the team that built it.
You have built and defended an ARR waterfall at the leadership or board level, and owned the new, expansion, downgrade, and churn build-up and what it means for the plan.
Working command of ASC 340-40, ASC 718, ASC 350-40, and ASC 740, sufficient to direct a team through them and represent the positions to auditors and the board.
Systems implementation leadership: directing the selection, configuration, migration, or replacement of core finance systems.
Experience managing or building a finance and accounting team, including hiring in key accounting roles.
Experience building or managing an HR/recruiting function, and managing legal affairs through outside counsel.
Experience supporting fundraising, credit facilities, or transaction diligence.
Advanced Excel or Google Sheets: complex modeling, scenario analysis, and board-level presentations.
Bachelor's degree in Accounting, Finance, or related field. CPA or MBA a plus.
What Moves You to the Top of the List
Time at a $5M to $50M ARR company through a period of meaningful growth, in a Director or VP of Finance and Business Operations capacity.
B2B SaaS with a mix of subscription and professional services revenue.
Raising capital or supporting a financing, credit facility, or M&A process.
Section 174 capitalization and federal or state R&D credit strategy in a software company.
Prepared a company for its first audited financial statements.
A finance stack modernization or team build you led from the grou

Work arrangement
No