Head of Finance

Head of Finance
Sydney | Hybrid, 3 days per week in the office | Full time
  
Help shape the commercial and financial engine behind the next stage of a growing global financial technology business.
  
Our client is a private B2B financial technology business working with large financial institutions to make financial advice more accessible and scalable. Its technology supports digital, assisted and adviser-led advice experiences for sophisticated institutional customers. With an established international footprint, growing enterprise relationships and increasing opportunity across products and markets, the business is entering a stage where finance can play a much bigger role in enabling growth.
  
This is the opportunity to build that capability.
  
As Head of Finance, you will be the senior finance voice in the business, combining financial leadership with commercial judgement, business partnering and a clear view of how capital should be deployed for scale. You will help leadership make better decisions about where to invest, how to grow, how to improve the economics of the business model and how to build the financial capability required for the next stage without losing the agility and adaptability that have helped the business get this far. This is not a role for someone who wants finance to sit on the sidelines. It is for someone who wants finance involved early, shaping decisions and enabling growth.
  
  
What you will get to achieve:
  
Make finance a commercial growth partner
Build a finance capability that is increasingly embedded in the decisions that shape growth. You will work alongside leadership and commercial teams to bring financial thinking into investment, pricing, client commitments, resourcing and strategic priorities before decisions are made. The aim is to make finance useful in the moments that matter: helping the business understand the commercial trade-offs, challenge assumptions constructively and move quickly with better information.
  
Strengthen the economics of scale
As the business grows, one of the central challenges will be understanding how the economics change with it. You will help leadership build a clearer view of unit economics, delivery economics, customer profitability and the relationship between recurring revenues, implementation activity, investment and cash. That means helping the organisation understand what needs to be true for the business model to scale well, where growth creates leverage and where complexity can dilute it. The objective is not simply better reporting. It is to help shape a stronger, more scalable commercial model.
  
Turn planning and capital allocation into a growth advantage
Create a forward-looking financial view that helps leadership decide where and when to deploy capital. That may involve choices across product development, new markets, people, technology, customer opportunities and operating capability. You will connect commercial plans to financial scenarios, cash and investment capacity so that the business can move quickly while understanding the implications of different growth choices. Good finance in this environment should enable ambition, not constrain it unnecessarily.
  
Improve the quality and flow of revenue
Enterprise technology businesses can experience natural lumpiness across sales, implementation, billing and revenue recognition. You will help create stronger commercial and financial rhythms around contracts, billing, revenue recognition and cash conversion, with automation introduced where it improves accuracy, speed and the customer experience. The goal is a smoother connection between commercial activity, delivery, billing and financial outcomes, while retaining the judgement required for complex enterprise relationships.
  
Build financial controls that scale with the business
Strong controls matter, but they need to fit the stage and operating model of the organisation. You will ensure financial controls, reporting, governance and compliance remain robust as the business grows across jurisdictions, while continuing to evolve them around what the business actually needs. That means strengthening control without adding unnecessary bureaucracy, simplifying where possible and creating processes that enable people to move quickly with clarity and confidence.
  
Build capability without losing agility
The broader organisation operates with a lean, agile structure, and finance needs to evolve in the same way. You will assess where additional capability, systems or process investment can genuinely move the needle, prioritising the changes that create the greatest commercial value or remove the greatest constraint. Rather than building complexity for its own sake, you will help create a finance model that remains adaptable as the organisation, customer base and strategic priorities continue to change.
  

The capability this role needs

• This role will suit a finance leader who is comfortable operating in a fast-growing environment where the priorities can move quickly and perfect information is not always available.
• You will bring strong financial leadership and commercial judgement, with the ability to move between strategy, business partnering and the financial disciplines that support a growing international business.
• You are likely to have worked in software, technology, fintech, professional services or another business where revenue models, customer delivery and investment decisions create genuine commercial complexity.
• CA, CPA or an equivalent professional qualification is required.
• More important than following a particular career path is evidence that you have helped a business scale. You understand how finance evolves as organisations grow, how to prioritise against a changing commercial backdrop and how to build capability without slowing the organisation down.
• You should be comfortable working with executives and the Board, communicating the financial story simply and helping people understand what the numbers mean for the decisions ahead.
• Experience in financial services, wealth management or advice technology would be useful, but it is not essential. Transferable experience from businesses facing similar growth, customer and operating-model challenges is equally relevant.

  
  
Why this and why now?

• The business has already established meaningful credibility with large, regulated institutional customers and is entering a period of increased commercial opportunity and operational scale.
• As customer relationships grow, the product evolves and the organisation considers where to invest next, the role of finance is changing with it.
• The next stage requires more than strong financial stewardship. It needs a finance leader who can help management understand the economics of growth, allocate capital intelligently, build stronger commercial disciplines and ensure the financial operating model develops at the same pace as the opportunity.
• For the right person, that creates significant scope.
• You will have direct exposure to senior leadership and the Board, influence decisions across customers, products, markets and investment, and shape how finance supports the organisation as it moves through its next stage of growth.
• You will also be joining at a point where the business is large enough for the decisions to matter, but still agile enough for an individual finance leader to materially influence how things are done.

  
  
Next steps
If you have helped a growing organisation turn finance into a stronger commercial partner, understand the economics and investment choices involved in scaling a business, and enjoy building capability while preserving speed and adaptability, this is an opportunity to have meaningful influence over what comes next.

If this sounds like the right next move for you we welcome your expression of interest.