{"id":3120,"date":"2026-09-26T02:11:18","date_gmt":"2026-09-26T01:11:18","guid":{"rendered":""},"modified":"-0001-11-30T00:00:00","modified_gmt":"-0001-11-29T23:00:00","slug":"strategic-finance-lead-0fea6","status":"publish","type":"job_listing","link":"https:\/\/africantalents.online\/blog\/poste\/strategic-finance-lead-0fea6\/","title":{"rendered":"Strategic Finance Lead"},"content":{"rendered":"

About Plooto<\/a>
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Plooto<\/a> is a Canada-born fintech company on a mission to give small and mid-sized businesses the financial power to succeed on their own terms. We make payments secure, accurate, and stress-free so businesses and their accountants can spend less time in the books, confidently manage cash flow, and make smarter decisions every day. We’re a team that builds with integrity, agility, and heart, and we’re looking for customer-minded pros who share our passion to join us as we scale.<\/p>\n

About the Role<\/h3>\n

We\u2019re hiring a Strategic Finance Lead<\/strong> to embed with the teams that drive our business \u2014 GTM, Product, and others as we grow \u2014 and raise the quality of decisions across the company. This is a partnering seat, not a reporting one: you\u2019ll be in the room when a decision is being framed, not summarizing it afterward.<\/p>\n

You\u2019ll own the financial models for the areas you support, end to end. Because you own them, you\u2019re in the decision rather than downstream of it. When a metric moves, your job isn\u2019t to report that it moved \u2014 it\u2019s to explain why, say whether that\u2019s good or bad, and recommend what to do about it. When your business partners are weighing a decision, you\u2019re the person quantifying the return.<\/p>\n

You won\u2019t inherit a playbook. You\u2019ll write one \u2014 defining how finance partners with the business as the function grows.<\/p>\n

The bar we\u2019re setting<\/strong><\/h3>\n

Today, a conversation about CAC often ends at \u201cCAC went to $X because spend changed.\u201d That\u2019s arithmetic. We want a partner who asks the next questions: why did spend move \u2014 was it a deliberate test? What was the hypothesis, and how did it perform? How do we know our experiments are working? Is this a healthy shift or an early warning?<\/p>\n

That\u2019s the difference between reporting numbers and driving decisions, and it\u2019s the heart of this role. We have good visibility into top-line trends; what we want is the ability to go a level deeper, consistently. That takes persistence \u2014 following the signal and going to find the data rather than waiting for it.<\/p>\n

What you\u2019ll cover<\/strong><\/h3>\n

Today this role partners most closely with GTM \u2014 subscriber forecasting \u2014 and Product, where you\u2019ll forecast TPV and revenue by product line and payment rail. As we grow, that will likely extend to Payments Strategy, Risk, and Operations.<\/p>\n

We\u2019ll be straight with you: we haven\u2019t fully defined what finance support for those teams looks like yet, and we don\u2019t expect one person to cover everything at once. Part of this job is helping us decide where finance partnership earns the most \u2014 and saying so when something should wait.<\/p>\n

Your models serve two audiences: the teams they\u2019re built for, and the company plan they roll into. We want models shaped to how each part of the business actually works that still connect cleanly to the central budget \u2014 so we plan from one picture instead of reconciling siloed models before a board meeting.<\/p>\n

Build the system, not just the model<\/strong><\/h3>\n

We\u2019re not planning to solve capacity by adding people. We\u2019d rather solve it with infrastructure: SQL pulling live from Databricks into models that refresh themselves, analysis that\u2019s reproducible instead of rebuilt each month, and AI in the workflow where it genuinely saves time. You should be the kind of person who, faced with a manual process, gets slightly irritated and fixes it.<\/p>\n

Much of our forecasting runs on Excel today, supported by live pipelines from our data warehouse. We know we\u2019ll need something more scalable \u2014 and we\u2019re deliberately open about what that is, whether a dedicated FP&A tool, a rebuild that leans harder on automation, or a different architecture altogether. You\u2019ll help us decide and build it.<\/p>\n

The team, and where this goes<\/strong><\/h3>\n

Strategic finance is three people: the Senior Director (your manager), a Senior Financial Analyst, and you. The analyst owns the core FP&A engine \u2014 the company model, actuals, month-end performance analysis, and investor reporting. You\u2019ll own the function-level models that feed it. You\u2019re peers with distinct focus areas, and the expectation is that the two halves knit into one operating plan rather than running in parallel. Over time we want you cross-trained enough to cover for each other.<\/p>\n

This is a senior individual-contributor role today, with no direct reports. We closed a funding round two months ago and are investing in growth \u2014 but we\u2019re deliberately scaling this team through better systems and AI leverage rather than headcount. If we do add analysts, this is the person who\u2019d oversee them. We\u2019re not promising a management track; we\u2019re telling you it\u2019s a live possibility, and that the route to it is making the function work better, not bigger.<\/p>\n

You\u2019ll work closely with the CFO, with exposure to the CEO, and your work will feed directly into what we take to our board and investors.<\/p>\n

What good looks like in your first year<\/strong><\/h3>\n