VP, Corporate Finance & Strategy

About Topgolf

Topgolf is a sports entertainment company that has changed how millions of people experience golf. Guests enjoy hitting balls at a target‑lined outfield, watching their shots traced in real time on multiple screens, and sharing great food and company. With 100+ venues worldwide and proprietary Toptracer technology embedded in the guest experience and licensed to broadcasters and courses, Topgolf sits at the intersection of entertainment, hospitality, and technology, offering meaningful opportunities for performance improvement and career growth.

The Role

The VP, Corporate Finance & Strategy leads Corporate FP&A, Treasury, and Strategic Planning. Reporting to the CFO, this leader owns enterprise planning, the consolidated financial outlook, liquidity, capital structure, capital allocation, and the narrative presented to the Board and investors. The role partners closely with the VP of Commercial Finance to consolidate the commercial outlook into a complete enterprise view of the P&L, balance sheet, cash flow, and long‑range plan. The mandate is to simplify planning, build a scalable Treasury function, identify opportunities and risks early, and balance current business needs with long‑term growth investments.

Responsibilities

• Corporate FP&A and Enterprise Planning
  • Own the three‑statement financial model, annual operating plan, forecasts, and long‑range plan.
  • Lead an efficient, driver‑based budget and forecast process with clear assumptions, inputs, owners, and deadlines.
  • Integrate commercial performance, corporate costs, capital requirements, and cash flow into one enterprise outlook.
  • Provide leadership with clear visibility into performance, opportunities, risks, and required actions.
  • Lead cross‑functional efforts to improve Adjusted EBITDA, cash flow, and returns.
  • Oversee overhead and headcount planning and enforce discipline around SG&A.
• Treasury, Liquidity and Capital Structure
  • Build a scalable Treasury function with clear ownership, processes, controls, and priorities.
  • Own cash forecasting, liquidity planning, revolver activity, debt and capital structure management, and covenant compliance.
  • Manage relationships with lenders, banks, and other financial partners.
  • Improve working capital, cash management, banking, and payment processes.
  • Lead refinancing and other financing activities.
• Capital Allocation and Strategic Finance
  • Establish a framework for allocating capital and resources across growth, maintenance, and capability investments.
  • Evaluate investments using financial returns, cash requirements, strategic fit, and scenario analysis.
  • Lead business cases for growth, transformation, cost optimization, and potential transactions.
  • Track performance against approved investment cases and apply learnings to future decisions.
  • Make trade‑offs explicit across near‑term performance, organizational needs, and long‑term growth.
• Strategic Planning and Board Engagement
  • Connect the company’s strategy to its financial plans, priorities, and operating actions.
  • Lead the monthly and quarterly cadence with private‑equity sponsors and lenders.
  • Own the narrative and development of materials for Board and investor discussions, integrating performance, outlook, liquidity, strategic priorities, and key decisions.
  • Translate business performance and external trends into clear strategic implications and choices.
  • Lead high‑priority, cross‑functional initiatives that require enterprise‑wide coordination.
• Team and Finance Operating Model
  • Raise the bar on analytical rigor, decision support, and business partnership.
  • Leverage AI to increase productivity and improve insight quality.
  • Drive structure and discipline without over‑engineering.
  • Develop talent and foster a culture of sound judgment, ownership, and follow‑through.
  • Build on the partnership between Finance and Accounting to keep forecasting, close, and reporting aligned and efficient.

What Success Looks Like

• Budgeting and forecasting are efficient, well‑owned, and decision‑focused, giving leadership more time to evaluate outcomes, trade‑offs, and actions.
• The company has one integrated outlook connecting commercial performance, corporate costs, cash flow, and liquidity.
• Performance drivers, opportunities, and risks are understood early, with clear ownership of actions required to improve results.
• Treasury operates as a clear, scalable function with reliable liquidity visibility, disciplined debt management, and strong lender relationships.
• Capital and resources are allocated in line with enterprise priorities, return thresholds, and capacity to invest.
• Board and investor materials communicate a cohesive narrative about performance, outlook, strategic priorities, and key decisions.

Qualifications

• Deep experience in Corporate FP&A and Treasury, including debt and capital structure management.
• Experience building or modernizing Treasury capabilities, processes, and controls.
• Strong command of three‑statement modeling, forecasting, cash flow, and long‑range planning.
• Experience in a private‑equity‑backed or similarly high‑accountability environment.

Benefits

• Free play and ½‑price food.
• Health, dental, vision coverage.
• 401(k) with company match.
• Free mental‑well‑being platform (for qualifying employees).
• Additional team‑member benefits available via the company benefits portal.