Vice President, Financial Planning

Vice President, Financial Planning & Analysis (FP&A) & Corporate Integration

Our organization is a global leader in managed security services and cybersecurity solutions. We combine advanced threat intelligence, AI-powered security operations, and elite human expertise to deliver comprehensive strategic advisory, managed security, offensive security, and incident response services to enterprises worldwide.

Location: New York, NY / Chicago, IL / Remote US East Coast (with regular HQ presence)

Reports to: Chief Financial Officer (CFO)

Key Partners: Corporate Controller / CAO, VP Treasury, VP Corporate Development, Integration Management Office (IMO), Revenue Operations

Status: Full-time, Exempt

The Opportunity

Following a major corporate carve-out and subsequent strategic acquisitions, our business has rapidly scaled past $1B in revenue. Growth has outpaced our underlying finance operating model.

This is an integration-first, build role. Today, the company operates across four legacy sets of books, varying planning conventions, multiple definitions of a customer, and a complex synergy case that must be systematically validated and realized. The VP of FP&A reports directly to the CFO and will be responsible for consolidating these legacy operations into a unified financial model, one set of enterprise metrics, and a credible bridge from the underwriting case to realized financial results—all while delivering accurate, reliable forecasts to the Board, private equity sponsor, and lender group.

This role offers high visibility with senior leadership and sponsors from day one and sits on the critical path toward the company’s next liquidity milestone.

What You Will Own in the First 12 Months

1. Integration & Synergy Accountability (Core Responsibility)

Own the financial spine of integration in partnership with the Integration Management Office (IMO): track synergies against the underwriting case, bottom-up by initiative and owner, reporting realized-versus-plan metrics monthly to the CFO, sponsor, and Board.

Enforce clean separation of one-time integration costs, run-rate savings, and dis-synergies.

Model and track Transition Services Agreement (TSA) exit economics and stranded-cost burn-down from the initial carve-out and subsequent acquisitions.

Own revenue synergies: cross-sell and attach assumptions across acquired customer bases, re-based retention cohorts, and honest visibility into realization.

Build a repeatable finance integration playbook (Day 1 reporting, Day 100 plan consolidation) for future M&A transactions.

Consolidate legacy planning models into a single driver-based operating model on a common chart of accounts, entity structure, and cost taxonomy.

Restate acquired-entity historical financial data onto a comparable basis and retire legacy, ad-hoc spreadsheets.

3. Standardized Metric Definitions

Establish and defend enterprise definitions for ARR, Net Revenue Retention (NRR), Gross/Net Bookings, Backlog, and Contracted-Not-Billed.

Own the reconciliation from these SaaS/recurring revenue metrics to GAAP revenue in partnership with the Corporate Controller.

4. Services & Delivery Economics

Build detailed margin visibility across all delivery lines (e.g., SOC operations, MDR/XDR, professional services, consulting, platform solutions).

Model and track utilization, bill-rate realization, cost-to-serve, and contribution margin by customer cohort and legacy entity.

Establish tailored financial modeling strategies for recurring managed services versus project-based consulting.

5. Capital Structure & Liquidity Discipline

Partner with Treasury to own the debt covenant model, liquidity forecast, and 13-week cash view.

Deliver sponsor and lender reporting packages (including pro forma and Adjusted EBITDA presentations) that withstand rigorous external scrutiny.

6. Exit & Liquidity Readiness

Build public-market and sale-ready capabilities: quarterly-close-grade reporting, segment and cohort analytics, multi-year comparable financial history, and a track record of forecast accuracy suitable for diligence teams.

Core Responsibilities

Planning & Forecasting: Own the annual operating plan (AOP), quarterly reforecasts, monthly rolling forecasts, and long-range strategic plans. Develop integrated enterprise models (P&L, balance sheet, cash flow, covenant compliance) and run scenario analyses for pricing, retention shocks, delivery inflation, and M&A.

Corporate Development & M&A: Partner on acquisition modeling, accretion/dilution analysis, an