Leadership requires clearer signals on trade‑offs between growth, cost, and sustainability.
This role exists to turn strategy into financially coherent, executable plans.
TL; DR
Own and executes PayNet's forward‑looking financial view, plans, forecasts, scenarios, and performance signals.
Act as the CFO's partner to decode strategy into numbers that can be acted on by leaders.
Shape how PayNet allocates resources across platforms, products, and initiatives.
Lead a team which partners with business leaders to build financial plans, challenge assumptions, and not just report variances.
Why This Role Matters
Decisions are only as good as the assumptions behind them.
Weak Financial Planning & Analysis (FP&A) leads to reactive management and misallocated resources.
Strong FP&A enables earlier course‑correction and better risk‑reward trade‑offs.
This role requires judgment over precision when uncertainty is high.
Partnering closely with business leaders to support and influence key strategic decisions.
What You Will Actually Do
Own enterprise‑wide planning, budgeting, forecasting, and scenario analysis across PayNet Group.
Serve as the dedicated finance business partnet and single front door into Finance for assisgned divisions and operating units, helping leaders navigate financial planning, performance, insight, and decision support.
Shape performance narratives through clear management reporting and insight, not volume.
Influence resource allocation decisions across platforms, products, and strategic initiatives.
Build financial models that frame executive and Board trade‑offs.
Lead development of financial performance dashboards that guide leadership focus.
Build and lead a high‑judgment FP&A team that partners deeply with the business.
Examples of This Role in Practice
Sitting wit a division leader to clarify the financial ask, coordinate the right Finance input, and turn it into a decision-ready view.
Reframing a budget discussion from cost control to strategic trade‑offs and opportunity cost.
Stress-testing optimistic growth assumptions using scenario analysis rather than hindsight variance.
Translating a strategic initiative into clear financial implications leaders can decide on.
Highlighting early performance signals that prompt leadership to course‑correct.
Coaching business leaders to understand what the numbers are really saying.
What Will Help You Succeed
Strong commercial and strategic instincts paired with financial rigor.
Comfort operating with incomplete data while still guiding decisions.
Credibility with senior leaders built through insight and challenge.
Experience leading finance teams that influence strategic outcomes, not just produce reports.
Curiosity about how strategy, operations, and finance intersect.
