Senior Manager, Financial Planning and Analysis

Essential Duties and Responsibilities

• Own the end-to-end monthly close reporting process for Tarkett North America — ensuring accuracy, timeliness, and actionable insight delivery to the Division CFO and Group (global) headquarters.
• Lead consolidation of division-wide financials across sales P&Ls, plant operations, and SG&A using Magnitude, SAP, and BI tools; produce a single coherent story of division performance.
• Develop and publish weekly, bi-weekly and monthly executive leadership review packages — presented in a way that drives decisions, not just awareness.
• Translate complex financial variance bridges (vs. prior year, budget, and forecast) into clear business narratives for senior leadership and Group stakeholders.
• Partner with the Division CFO to design and execute the annual operating plan, managing calendars, cross-functional coordination, and consolidation across sales, operations, and shared services.
• Lead rolling forecast processes — building and continuously improving predictive models for revenue, margin, working capital, and full company P&L and cash flow performance.
• Collaborate with Sales, SIOP, and Product Management on forecasting, work with Operations and plant controllers on operational volume and cost planning.
• Develop and maintain scenario models supporting strategic decisions including pricing actions, product launches, capital allocation, and M&A analysis.
• Serve as a key analytical resource to the FP&A Director and Division CFO — proactively surfacing risks, opportunities, and key trends before they become problems.
• Partner with stakeholders to understand commercial profitability by business center, channel, customer, and product; identify underperforming segments and recommend targeted actions.
• Work alongside BU Finance leads to analyze plant performance variances, operational efficiency opportunities, and capital effectiveness.
• Provide financial guidance for new product launches, customer pricing proposals, and capital investment cases — translating data into recommendations that non-finance leaders can act on.

Analytics, Tools & Process Excellence

• Design, build, and continuously enhance FP&A tools, dashboards, and performance tracking systems — including activity-based management frameworks and working capital analytics.
• Drive adoption of a data-driven culture across the division by standardizing KPI frameworks, establishing consistent operational metrics across plants, and linking financial and operational reporting.
• Lead process improvement initiatives in close cycle management, forecast accuracy, and management reporting quality in partnership with the CFO, shared services, and IT.
• Leverage SAP, Magnitude, and business intelligence platforms to surface insights and reduce routine reporting burden, freeing the team for higher-value analysis.

Influence, Collaboration & Finance Culture

• Operate as a high-impact individual contributor, leading FP&A across the division through influence rather than formal authority — building credibility through insight, consistency, and follow-through.
• Act as a thought partner and sounding board to finance colleagues and business unit leaders — elevating the quality of financial thinking across the organization.
• Contribute actively to a culture of financial rigor and continuous improvement within the FP&A function, modelling intellectual curiosity and high standards for analytical work.
• Serve as an informal coach and resource to FP&A analysts and finance colleagues across the division — sharing best practices, elevating analytical standards, and contributing to team development without direct supervisory responsibility.

Ad-Hoc & Strategic Project Leadership

• Take ownership of strategic finance projects assigned by the Division CFO — from initial scoping and data gathering through to executive-ready conclusions and recommendations.
• Lead or co-lead cross-functional workstreams including business case development, operational efficiency analysis, M&A financial diligence, integration support, and special portfolio reviews.
• Respond with agility to ad-hoc requests from senior leadership, translating ambiguous business questions into structured analytical frameworks and actionable outputs — often under tight timelines.
• Serve as the CFO's analytical extension on high-priority initiatives, ensuring financial rigor is embedded in decisions that cut across functions, business units, or geographies.
• Manage multiple concurrent workstreams effectively, balancing routine planning cycle responsibilities with project demands without sacrificing quality or timeliness on either.