Senior FP&A Analyst

About the role

Synergy Pet Group is a private-equity-backed pet health platform operating a portfolio of businesses across the pet health sector. We are actively acquiring, integrating acquisitions, and preparing for our next round of institutional fundraising. This is a deep, hands-on role that is roughly half FP&A and half finance systems.

What You Own

• The advanced modeling and forecasting layer: scenario, sensitivity, and lender and investor models built on top of the planning process.
• The finance systems stack and the integrity of the numbers across it.
• The reporting and analytics infrastructure that reaches the CFO, the sponsor, and the board.

What You Will Do

• Planning, Forecasting, and Analysis
• Partner with the FP&A team and business unit leaders on the annual budget, reforecast cadence, and long-range plan, adding modeling depth and rigor to the process.
• Build and own three-statement models, and go well beyond them into business and operational analytic modeling of unit economics, cohorts, pricing, and capacity, with what-if analysis on the operational levers that actually move the business.
• Own scenario and sensitivity modeling as a core discipline, and build lender and investor scenario models, including covenant headroom, debt capacity, sources and uses, and returns and dilution.
• Run monthly variance analysis and the business review: budget to actual, the drivers behind it, and a clear narrative for the CFO, sponsor, and board.
• Provide decision support and ROI analysis on pricing, customer and product profitability, build-versus-buy, and hiring and capacity cases.
• Support M&A activity, including diligence, acquisition modeling, and post-close integration, and support fundraising end to end, including investor materials and the data room through close.
• Data, Systems, and Engineering
• Write your own reports and analyses off the data warehouse and other source data sets, using SQL or comparable reporting and analytics tools. SQL is a strong plus.
• Partner with the CFO and Controller to evaluate and select a new ERP, then help lead its implementation and the migration off QuickBooks.
• Administer and improve the systems the business runs on today across accounting, billing and revenue recognition, and CRM, and design better order-to-cash processes across them.
• Partner with engineering as a peer to scope, prioritize, and drive the data warehouse build-out, systems integrations, and data pipelines.
• Own data integrity across a fragmented systems landscape: reconcile source data from disparate platforms, enforce consistent definitions, and be the source of truth for what a number means.
• Identify and lean into process improvement, replacing manual, error-prone workflows with automated, scalable ones.

What You Bring

• 7 to 10 years in FP&A or strategic finance, including hands-on experience helping scale a company through a period of meaningful growth.
• Direct experience working with private equity or venture capital partners and boards.
• Direct fundraising experience is essential, including preparing investor materials, managing a data room, and supporting a capital raise through close.
• Proven ability to build lender and investor models, including covenant, debt capacity, sources and uses, returns, and dilution analyses.
• Strong report-writing ability off data warehouses and other data sets, using SQL or comparable analytics and reporting tools. SQL is a strong plus.
• Experience evaluating, selecting, or implementing an ERP, ideally in partnership with accounting or a controller.
• Hands-on familiarity with accounting, billing and revenue, CRM, and BI or data-warehouse tools (for example QuickBooks, Maxio, or HubSpot), and comfort partnering with engineering on integrations and warehouse build-out.
• Deep business acumen: the ability to understand a business model fundamentally and connect financial results to the operational drivers underneath them.
• Advanced financial modeling and a strong command of SaaS and subscription economics.
• A demonstrated growth mindset and a bias toward process improvement. You see broken or manual processes as opportunities, not obstacles.
• Familiarity with ASC 606 revenue recognition, 409A, and cap table concepts.
• A genuine partner mindset, and comfort operating in a lean team with ambiguity, competing priorities, and direct executive exposure.