Financial Portfolio Analyst

Supports the EPMO, FP&A and Capital Committee by providing financial analysis for enterprise projects and initiatives. Partners with project owners, business sponsors, Procurement, IT, Accounting and FP&A to develop business cases, evaluate investment returns, support project lifecycle economics, and monitor whether projects deliver expected value over time.

Responsibilities

• Build and maintain business cases, financial models, and standard templates for project evaluation and approval.
• Perform breakeven, payback, ROI, NPV, IRR, and sensitivity analysis for capital investments and resource-intensive initiatives.
• Support Capital Committee materials with clear financial summaries, assumptions, risks, and return profiles.
• Track approved project benefits, budget performance, and value realization over the project lifecycle.
• Support administrative financial activities related to AFEs, POs, JD Edwards, Oracle EPM Cloud, forecast updates, and project financial documentation.

Key Traits & Capabilities

• Strong analytical curiosity and willingness to dig into data, assumptions, and business drivers.
• High attention to accuracy, documentation, and financial controls.
• Business partnership mindset: able to translate finance concepts into plainspoken decision support.
• Process-builder orientation with interest in templates, standards, and repeatable reporting.
• Comfort balancing detailed financial work with practical project and stakeholder needs.

Qualifications

• Bachelor’s degree in finance, accounting, economics, business analytics, or a related field preferred.
• 0–3 years of financial analysis, FP&A, investment analysis, project, or business case experience preferred.
• Strong Excel skills, including formulas, data organization, modeling, and scenario analysis.
• Exposure to Oracle EPM Cloud, JD Edwards, Power BI, or financial reporting systems preferred.
• Ability to work collaboratively with FP&A, Procurement, IT, project teams, and business owners.

What Success Looks Like in the First 12 Months

• Project business cases become more consistent, comparable, and decision-ready.
• Capital Committee receives clearer financial assumptions, return metrics, and value-tracking expectations.
• Project financial templates are adopted across the enterprise portfolio.
• Approved initiatives are tracked against expected benefits and lifecycle financial commitments.
• EPMO and FP&A have a stronger bridge between capital planning, project execution, and results measurement.