Schedule: Monday to Friday 11AM to 11PM Sydney (Flexible - to cover AU and UK timezones)

Role Purpose

The Senior Finance Manager is accountable for the financial integrity of the group. Reporting to the Global
CEO, you own month-end and management reporting, cash across both markets, the group financial model, and the processes and controls the finance function runs on. You are the single point of accountability for the
accuracy of financial information across all entities and markets, and you work closely with the leadership team in both Australia and the UK to make sure decisions are made on numbers that can be relied on.

This is a hands-on role in a lean business. You will build and improve the function as well as run it, manage the output of our outsourced accountants, and provide the commercial analysis that drives profitability and disciplined cost management.

Scope

• Multiple trading entities across Australia and the United Kingdom, reporting in AUD and GBP.
• Full responsibility for the group’s management reporting, cash position and financial models.
• Day-to-day management of the outsourced accounting relationship and its deliverables.
• Finance business partner to the Australian and UK operating teams.

Key Accountabilities
1. Financial Accountability & Control
• Act as the single point of accountability for the accuracy, completeness and timeliness of financial information across every entity and market.
• Review and sign off the outsourced accountants’ output before it is issued; keep the balance sheet clean with all registers reconciled to source documents.
• Maintain and strengthen the control environment as the business scales: approval workflows, segregation of duties, reconciliation disciplines, and organised, audit-ready records.
• Provide assurance to the CEO and Board that the reported position reflects the underlying business, and escalate issues early with a recommended course of action.

2. Month-End & Management Reporting
• Own the global month-end close: the calendar, per-entity checklists and review process, delivered to an agreed monthly timetable.
• Produce the monthly management pack — entity and channel P&L, budget versus actual, SKU margin and contribution, and cash position — with written commentary and recommended actions.

• Prepare Board reporting and supporting analysis, and coordinate year-end financials and tax returns with the external accountants.

3. Budgeting, Forecasting & Cost Control
• Lead the annual budget process and quarterly reforecasts across all entities, working with budget holders to build plans they own.
• Hold the business to its cost base: track spend against budget, challenge material commitments before they are made, and report variances with clear explanation and recommended corrective action.
• Identify and drive cost-saving and margin-improvement opportunities across procurement, logistics, trade spend and overheads.
• Build and own the three-year, three-way model (integrated P&L, balance sheet and cash flow), refreshed monthly and used for scenario planning and funding decisions.

4. Cash & Treasury
• Own the integrated AU/UK weekly cash model: balances across all entities and banks, a rolling 13-week forecast, and a weekly cash brief covering position and runway.
• Prepare the weekly payment run with recommended sequencing, and manage loan and facility repayment schedules.
• Manage foreign currency exposure between AUD and GBP.

5. Partner Billing & Receivables
• Own billing for a small number of large partnership accounts: invoices raised on schedule and in line with the agreements, including pass-through invoicing aligned to supplier drawdowns.
• Maintain monthly partner statements and reconciliations so every account position is current and ready to share.
• Establish finance processes for the new UK distribution model (rolling purchase orders,
co-manufacturing flows, invoice finance facility) as it goes live.

6. Commercial & Regional Support
• Provide finance input into the S&OP process, translating demand and production plans into revenue, margin, working capital and cash implications.
• Review demand planning and forecasting for accuracy: track forecast versus actual by SKU and channel and challenge assumptions before they flow into budgets and cash models.
• Partner with the Australian and UK teams on pricing, landed cost, SKU economics and trade spend effectiveness, and support new product launches with costing and margin analysis.
• Build the Excel and Sheets models the wider team relies on, and support them in using those tools well.

7. Process, Systems & Continuous Improvement
• Document and maintain clear SOPs for every recurring finance process, so the function runs on process rather than memory.
• Identify and implement process improvements across finance and the business interfaces that feed it, working with the relevant team to design and embed the change.
• Integrate Xero and operational data into a single reliable source of truth, and build dashboards and automation that remove manual reporting.
• Use AI tools daily in finance work — drafting, analysis, checking and automation — and help lift capability across the team.

8. Compliance & Governance
• Maintain a high standard of compliance across all entities and markets, owning the group compliance calendar with the outsourced tax team (GST/BAS, VAT, payroll obligations, WorkCover, statutory filings).
• Ensure obligations are met on time and accurately, with supporting records retained and accessible.
• Keep group registers and corporate records current, and maintain documentation to a standard that stands up to external review.

Decision Rights
• Prepares and recommends the weekly payment run; the CEO approves release.
• Approves expenditure and supplier invoices within an agreed delegated limit; refers above-limit items to the CEO.
• Signs off the month-end close and the management pack before issue.
• Sets and holds the close calendar and reporting timetable, including deadlines with the outsourced accountants.
• Approves changes to the chart of accounts, finance processes and reporting formats.
• Escalates to the CEO anything affecting runway, funding, partner agreements or headcount.

Essential Experience & Skills
• CA, CPA or ACCA qualified, with six or more years in finance manager, financial controller or FP&A roles.
• Demonstrable ownership of month-end close and management reporting in a multi-entity business.
• Strong technical grounding in cashflow management, three-way modelling, COGS and landed cost, and
SKU-level margin analysis.
• Advanced Excel and Google Sheets modelling capability.
• Experience with Xero and multi-currency operations.
• Excellent written and spoken English, and the confidence to present and defend numbers to senior
stakeholders.
• Availability to work across Australian and UK business hours on a split-day pattern.
Desirable
• Experience in both smaller, lean businesses and larger structured organisations.
• FMCG, food and beverage, or consumer goods background.
• Exposure to AU and UK markets, or other cross-border operations.
• High proficiency with AI tools in day-to-day finance work, with concrete examples.
• Experience working alongside outsourced or offshore accounting providers.
Personal Attributes
• Proactive and self-directed — identifies what needs doing and does it without waiting to be asked.
• Structured and particular with detail, without losing sight of what matters commercially.
• Comfortable holding a position with senior stakeholders when the numbers support it.
• Hands-on and pragmatic, suited to a small team where everyone does the work themselves.
• Discreet with confidential and commercially sensitive information.
Measures of Success
• Month-end completed on time with clean reconciliations, every month, and the management pack
issued to schedule.
• Weekly cashflow forecast accurate to within ±10%, with payments planned and executed on schedule.
• Three-way model live, refreshed monthly, and relied upon for Board and funding decisions.
• SKU-level margin visibility established within 90 days, and forecast accuracy tracked and improving.
• Costs managed within budget, with variances identified early and addressed.
• Core finance processes documented, and manual reporting effort measurably reduced.
• Compliance obligations met on time across all entities.
First 90 Days

• Days 1–30: take over the cash model, payment run preparation and partner statements; complete a
written review of how finance currently operates and what needs to change, in priority order.
• Days 31–60: agree the close calendar, reporting pack format and process changes with the CEO and the
outsourced accountants, and begin implementation.
• Days 61–90: deliver the first fully on-schedule month-end and management pack, and have the first
version of the three-way model live.

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