Director FP&A

Strategic Financial Leadership & Growth Architecture Act as the core strategic thought partner to the C-suite and executive team, translating complex financial data into forward-looking growth strategies to scale CertifyOS over the next phase of growth. Look beyond rigid historical reporting; proactively identify growth levers, unit economic improvements, gross margin expansion opportunities, and optimal capital allocation models. Evaluate strategic tradeoffs across GTM investments, product roadmap expansions, and global operational headcount to maximize ROI and long-term enterprise value.

Act as the core strategic thought partner to the C-suite and executive team, translating complex financial data into forward-looking growth strategies to scale CertifyOS over the next phase of growth.

Look beyond rigid historical reporting; proactively identify growth levers, unit economic improvements, gross margin expansion opportunities, and optimal capital allocation models.

Evaluate strategic tradeoffs across GTM investments, product roadmap expansions, and global operational headcount to maximize ROI and long-term enterprise value.

Enterprise Forecasting, Planning & Strategic Modeling Own the multi-year long-range financial model, annual budgeting process, and continuous rolling re-forecasts across complex revenue structures (SaaS, usage-based, and hybrid models). Own the budget and forecast variance analysis and strategic monthly business reviews with core key stakeholders. Build dynamic, scenario-based financial models to stress-test business assumptions, price changes, market shifts, and aggressive scaling trajectories in real time. Standardize core business metrics (e.g., ARR, NRR, CAC payback, LTV:CAC, Magic Number) across departments to ensure a single, actionable source of strategic truth.

Own the multi-year long-range financial model, annual budgeting process, and continuous rolling re-forecasts across complex revenue structures (SaaS, usage-based, and hybrid models).

Own the budget and forecast variance analysis and strategic monthly business reviews with core key stakeholders.

Build dynamic, scenario-based financial models to stress-test business assumptions, price changes, market shifts, and aggressive scaling trajectories in real time.

Standardize core business metrics (e.g., ARR, NRR, CAC payback, LTV:CAC, Magic Number) across departments to ensure a single, actionable source of strategic truth.

Commercial & Operational Partnership Embed directly with Growth, Product, Customer Success, and Operations leadership as a proactive business partner to accelerate revenue velocity and operational efficiency. Partner with the Growth team to design, analyze, and optimize deal packaging, tier pricing, and enterprise contract structures. Establish clear, operational KPIs for functional leaders, translating company-level financial targets into team-level performance metrics.

Embed directly with Growth, Product, Customer Success, and Operations leadership as a proactive business partner to accelerate revenue velocity and operational efficiency.

Partner with the Growth team to design, analyze, and optimize deal packaging, tier pricing, and enterprise contract structures.

Establish clear, operational KPIs for functional leaders, translating company-level financial targets into team-level performance metrics.

FP&A Infrastructure, Systems & Scale Push technology as far as it can go. You should come with an AI and tooling first mindset. Design, implement, and automate a modern FP&A tech stack (CPM/planning tools, BI dashboards, ERP integrations) to transition financial operations from manual spreadsheets to real-time analytics. Recruit, develop, and mentor a lean, high-performing FP&A team, cultivating a culture of proactive business partnership rather than backward-looking accounting. This will take place over time. To start this will be an IC role.

Push technology as far as it can go. You should come with an AI and tooling first mindset.

Design, implement, and automate a modern FP&A tech stack (CPM/planning tools, BI dashboards, ERP integrations) to transition financial operations from manual spreadsheets to real-time analytics.

Recruit, develop, and mentor a lean, high-performing FP&A team, cultivating a culture of proactive business partnership rather than backward-looking accounting. This will take place over time. To start this will be an IC role.

Executive & Board Reporting Own the preparation of monthly executive dashboards, quarterly Board of Directors presentations, and key investor communications. Frame complex financial insights into compelling narratives that articulate operational momentum, trade-offs, and strategic risks to executive leadership and institutional investors.

Own the preparation of monthly executive dashboards, quarterly Board of Directors presentations, and key investor communications.

Frame complex financial insights into compelling narratives that articulate operational momentum, trade-offs, and strategic risks to executive leadership and institutional investors.

HealthTech Domain Nuance: Familiarity with the commercial and financial dynamics of US healthcare, provider systems, usage-based API platforms, or healthcare data infrastructure.

Fundraising & Capital Markets: Direct involvement in Series B/C capital raises, debt financing, M&A execution, or IPO readiness workflows.

Global Operational Finance: Experience modeling and managing financial operations across cross-border structures (e.g., US headquarters with international operational or engineering hubs).

Investor Communications: Direct experience communicating complex financial strategy to institutional investors.