Director, FP&A

About the Company

IT Solutions lives its values: Client Success is Our Success, Hungry for the Journey, Ownership Thinking, Passionate Problem Solving, and Surrender the Ego. A nationally recognized leader in the IT space with over 25 years of experience and thousands of satisfied clients, IT Solutions is a fast-growing Managed Service Provider specializing in high-end technology solutions for small and mid-market businesses.

Job Summary

The Director, Financial Planning & Analysis provides strategic leadership for the organization’s financial planning, forecasting, performance management, and decision-support capabilities. Reporting to the CFO, this role serves as a trusted financial partner to executive leadership and translates business strategy into measurable financial and operational plans. The Director leads the annual budget, long-range planning, and recurring forecasting processes; establishes scalable financial models and management reporting; and delivers forward-looking insights regarding growth, profitability, cash flow, capital allocation, and business performance. This role also builds and develops the FP&A function by establishing clear standards, strengthening business partnerships, improving systems and processes, and leading a high-performing team capable of supporting the organization’s continued growth.

Responsibilities

Financial Strategy and Executive Partnership

• Serve as a strategic financial advisor to the CFO, executive leadership, and business leaders.
• Translate organizational strategy into financial priorities, operating plans, performance measures, and resource-allocation recommendations.
• Provide objective financial perspectives on growth opportunities, operational investments, organizational capacity, and business risks.
• Develop executive-level financial narratives that connect results, operating performance, assumptions, risks, and recommended actions.
• Lead scenario planning and sensitivity analysis to evaluate alternative strategies and potential business outcomes.
• Support leadership discussions concerning organic growth, new offerings, market expansion, pricing, investments, and other strategic initiatives.
• Present financial analyses, forecasts, risks, and recommendations to executive leadership and other key stakeholders.

Enterprise Planning, Budgeting, and Forecasting

• Own and continuously improve the organization’s annual budgeting, recurring forecasting, and long-range financial planning processes.
• Establish planning calendars, methodologies, assumptions, templates, governance standards, and accountability across participating business units.
• Partner with functional leaders to develop financially sound operating plans aligned with organizational goals.
• Consolidate departmental plans into an integrated company forecast covering revenue, profitability, operating expenses, cash flow, and capital requirements.
• Assess forecast accuracy, identify significant deviations, and implement improvements to assumptions, methodologies, and planning practices.
• Ensure financial plans reflect operational drivers, workforce requirements, investment priorities, and anticipated business conditions.
• Maintain multiple financial scenarios that enable leadership to respond effectively to changing performance or market conditions.

Financial Analysis and Performance Management

• Establish an enterprise performance-management framework that connects strategic priorities with financial and operational measures.
• Lead monthly and quarterly analysis of actual performance compared with budget, forecast, prior periods, and strategic expectations.
• Identify the underlying drivers of financial performance and convert findings into clear, actionable recommendations.
• Oversee profitability and margin analysis by service, offering, client segment, business unit, or other relevant dimensions.
• Evaluate revenue performance, cost structure, operating leverage, working capital, cash flow, return on investment, and capital requirements.
• Develop leading indicators and early-warning measures that identify emerging financial risks and opportunities.
• Partner with Finance and business leaders to define corrective actions when performance differs from plan.

Reporting, Analytics, and Business Intelligence

• Lead the development of accurate, timely, and decision-oriented management reporting.
• Establish consistent definitions, methodologies, and governance for financial and operational performance measures.
• Develop executive dashboards and reporting packages that highlight results, trends, risks, opportunities, and required decisions.
• Advance the use of automation, financial systems, analytical tools, and business intelligence within the FP&A function.
• Reduce manual reporting and increase the team’s capacity for forward-looking analysis and strategic support.
• Collaborate with Accounting and other data owners to reconcile management reporting with underlying financial records.

Capital Allocation, Investment, and Transaction Support

• Develop financial frameworks for evaluating capital deployment, strategic investments, business cases, and competing resource priorities.
• Lead financial modeling and due diligence support for potential acquisitions, integrations, investments, and partnerships.
• Evaluate expected returns, cash requirements, financial risks, sensitivities, and strategic alignment.
• Monitor the performance of approved investments against the original business case and recommend corrective actions as needed.
• Support post-transaction planning and performance tracking, as applicable.

Financial Governance and Risk Management

• Establish and maintain appropriate FP&A policies, controls, documentation, and review practices.
• Ensure financial models, forecasts, and management reports use consistent assumptions and reliable source information.
• Identify financial, operational, and market risks and develop mitigation recommendations for executive consideration.
• Partner with Accounting to support alignment with GAAP, financial reporting requirements, and internal control expectations.
• Maintain appropriate confidentiality over financial, employee, client, and transaction-related information.

Cross-Functional Leadership

• Build strong partnerships with leaders across the organization and serve as the primary FP&A point of contact for strategic financial planning.
• Increase financial understanding and accountability by helping leaders interpret performance and evaluate trade-offs.
• Facilitate planning and performance discussions that generate clear decisions, owners, and follow-through.
• Constructively challenge assumptions while maintaining productive, solutions-oriented relationships.
• Coordinate with Accounting, Operations, Sales, Human Resources, and other teams so plans and forecasts reflect current business conditions.

People Leadership and Functional Development

• Lead, coach, and develop the FP&A team, establishing clear expectations for performance, quality, responsiveness, and business partnership.
• Determine team priorities, allocate resources, and balance recurring deliverables with strategic projects.
• Build team capabilities in financial modeling, forecasting, analytics, executive communication, and business partnership.
• Provide meaningful feedback