Director, Strategic Finance

Own the forecast and the process that produces it — the leading indicators, historical benchmarks, and sales-input rhythm that make an unpredictable business plannable. Get your inputs from sales leadership directly, not from a report.

Make the analytical case for where the next dollar and the next hire go. Explain not just what the P&L did, but why a new event category matters, what a digital investment should return, and where the multi-year path leads. Validate the assumptions under the multi-year plan and build the bridge from this year to those numbers.

Pressure-test optimism as rigorously as pessimism. Look at a target and say whether it's achievable in the time available. Surface the initiative that isn't scaling or the assumption that stopped being true before it becomes a surprise, and bring a view on what the company should stop doing — not only what it should add.

Own planning for the business units outside the core events budget, with a closer look under the hood on digital and new initiatives, and partner with department leaders on staffing plans and the business cases behind headcount.

Own the quality of the numbers and how they get produced. Everything that leaves Finance ties to one source and stays consistent month over month, and reconciles with Accounting through close without manual bridging. Too much of the recurring reporting is manual today — you'll rebuild it and lead the evaluation of dedicated FP&A tooling. Small finance teams don't need to be big, they need to be efficient, and you'll be measured on how much analytical capacity you create.

Set the standard for the function. Prioritize the work with the FP&A Manager, review output before it goes out, raise the ceiling on what he can own, and hold the analytical and writing bar for the team.

8–12 years in FP&A, strategic finance, or corporate finance, with clear progression in scope and ownership.

Has owned a company-level or major-segment forecast, not a workstream inside someone else's model. Multi-business-line or multi-entity experience preferred.

Has forecast a lumpy, project-based revenue business — events, media, marketplace, or anything that starts each year near zero. You can walk us through how you got to a number the data couldn't fully support, and why it held up.

Exceptional written communication: concise, structured, free of finance jargon, and built for a board, PE sponsor, or corporate parent. Presenting to one directly is a plus.

Gets fluent in an unfamiliar, complicated business fast, and stays curious about it beyond the numbers. Expect to understand the economics of every Bisnow revenue line inside 60 days.

Expert financial modeling and advanced Excel — you can build it yourself, and you can tell within minutes whether someone else's model is trustworthy. NetSuite or comparable ERP, Salesforce, and BI fluency welcome.

Track record of replacing manual reporting with something scalable and documented. FP&A platform selection or implementation (Cube, Adaptive, Pigment, Anaplan) is a plus, as is a working practice around AI in finance and a clear view on when tooling is the answer and when it's a distraction.

Experience managing or formally developing finance talent. You'll have a direct report on day one.

Forms a view and brings a recommendation rather than waiting to be asked for analysis. Comfortable being the person in the room who says the number doesn't work. Low ego, high accountability, and steady without process cover in a business that moves faster than the plan.