Finance Controller

You can only work independently and struggle to lead or direct others

You prefer building models over building systems

You manage from a distance rather than having genuine operational grip

You treat SOPs as someone else's job

You wait for direction instead of creating clarity

You call something "done" when it's documented but not implemented

You've only worked in low-volume, low-complexity finance environments

Cash Flow & Treasury Oversight & Execution

Own the daily cash cycle across all entities: DMCC, Acquisity, AI Broker, and others

Oversee and manage high-volume USD revenue flows from Whop into UAE bank accounts

Ensure seamless daily funding of GBP/AED corporate cards for Meta ad spend — ad accounts do not pause on your watch

Build a live cash visibility system so the Director of Finance sees the position at a glance, not after a request

Payment Infrastructure — Lead the Transition

Lead the full migration from legacy Pleo/UK-entity setup to Qashio (UAE-native)

Evaluate and implement Whop's virtual card platform for a direct, automated Meta spend link

Eliminate manual card-topping and payment bottlenecks entirely

Every payment flow you touch should end up tracked, reconciled, and automated

Systems, SOPs & Automation — Turn Manual Into Machine

Audit every manual finance process. If a human is doing it repeatedly, it should be automated or systematized

Build and implement SOPs across cash management, reporting, payments, refunds, and reconciliation and ensure the team follows them

Work with our external bookkeeping partner (Emifast) to ensure Xero is accurate, current, and structured properly across all entities

Convert chaotic financial data into clean, trackable dashboards the Director of Finance and executive team can rely on

Approach every recurring problem as a systems problem: identify the root cause, design a repeatable process or automation, and remove reliance on manual intervention or individual judgment

Entity & Vendor Management

Oversee financial operations across 2–3 entities, each with different products and revenue structures

Hold external bookkeeping accountable — quality, timeliness, accuracy. No exceptions

Manage the financial wind-down of the legacy UK entity once the new payment infrastructure is live

Reporting — Simple, Not Sophisticated

Deliver distilled, executive-ready reporting: cash position, P&L by entity, key risks in five bullet points, not twenty tabs

Surface profitability issues early, particularly for Acquisity, which needs clear diagnosis and corrective action

Build reporting rhythms so the Director of Finance is never caught off guard

Ad accounts never pause because of cash flow

Payment infrastructure is fully transitioned and running without manual intervention

Every financial process has an SOP. Every SOP is being followed

The Director of Finance has more time to think because you handle the execution and oversight

Xero is clean, current, and trusted across all entities

Weekly reporting takes minutes to produce because the systems are built

Manual work is replaced by automated, tracked data — not spreadsheets, real systems

You've been in both the operational and leadership seat inside a fast-growing digital, e-commerce, or performance marketing business, ideally one with significant scale — high transaction volume, high daily cash movement, multiple currencies and entities running in parallel. You understand how cash actually moves, not theoretically, but operationally. You default to systems thinking: when something breaks, your instinct is to diagnose the root cause and build a process or automation that prevents it from recurring, not to patch it manually. You know how to build the systems and lead the people that keep them running. You know what it feels like when an ad account pauses at 2am because a card wasn't topped up, and you've built the infrastructure to make sure that never happens.

Experience with UAE corporate structures, specifically DMCC entities

Background in performance marketing businesses with high daily ad spend

Experience managing entity wind-downs or cross-border entity restructuring

Familiarity with Series A / early-scale finance environments — you know how to bring structure without bureaucracy

We are a high-performance, remote-first team operating in one of the fastest-moving sectors in the world. We do not have time for:

Vague updates and no ownership

Problems that get buried instead of surfaced

People who wait to be told what to do

Complexity that exists to impress rather than to solve

We do have time for:

People who see a mess and immediately start building the solution

Direct, clear communication even when it's uncomfortable

Operators who take ownership and don't need hand-holding

Anyone who can simplify the complex, lead others effectively, and automate the repetitive

You will work closely with the Director of Finance and have direct visibility into the executive layer. The people at the top of this company are operators. They expect the same from everyone around them.

We are scaling aggressively. Our ad spend is significant, our entity structure is multi-layered, and our financial operations need to match the ambition of the business. The Director of Finance needs a true operator and leader by their side, not a subordinate waiting for tasks, but someone who identifies what needs to be done, directs the right people, and gets it done.

If you are the person who walks into complexity and leaves behind systems and a team that runs them, this is your role.

If you need structure handed to you, this isn't for you.