BeyondTrust is a place where you can bring your purpose to life through the work that you do, creating a safer world through our cybersecurity SaaS portfolio.
Our culture of flexibility, trust, and continual learning means you will be recognized for your growth and for the impact you make on our success. You will be surrounded by people who challenge, support, and inspire you to be the best version of yourself.
The Role
This role is being established to provide FP&A with a dedicated operational leader—someone who owns the day-to-day function, leads and develops the team, and enables the SVP, FP&A, to focus on board partnership, long-range planning, and senior stakeholder relationships.
The VP will drive financial planning cycles with cross-functional leadership, establish robust financial governance, and set the operating rhythm of the business—while leveraging automation and AI to scale impact in a lean organization. This role will also be a critical partner to the SVP, FP&A, and CFO in communicating with the board and key stakeholders.
The incoming VP will have the opportunity to shape team structure and priorities going forward. We are seeking a leader who possesses strong functional depth, a builder’s mindset, and the ability to operate at multiple levels—equally comfortable setting direction and rolling up their sleeves to do the work alongside the team when needed.
The right candidate will be comfortable driving progress while infrastructure is still evolving—balancing rigor and judgment in an environment where systems, data, and processes are improving but not yet perfect.
Reporting Structure & Team
The VP, FP&A will report directly to the SVP, FP&A, and will lead a team of managers and analysts spanning:
- GTM finance
- ARR / ACV / Bookings / Billings / Revenue analytics
- SaaS unit economics and margins
- Operating expense management
- Corporate reporting across all three financial statements
- FP&A operations and tech stack
The VP will have the opportunity to evolve team structure and role design over time as the company scales.
What You’ll Do
AI-Enabled Scale & FP&A Leverage
- Proactively identify and deploy AI, automation, and advanced analytics approaches to increase FP&A capacity, improve forecasting accuracy, and streamline reporting and analysis
- Champion redesign of FP&A workflows to maximize team leverage and impact without significant near-term headcount growth; set the vision, sponsor the initiatives, and hold the team accountable for results
- Drive development of self-service reporting and insights that enable faster, data-driven decision-making across the organization
- Own FP&A analytical and reporting requirements and partner closely with the FP&A data architect to transition ARR and retention reporting to scalable data infrastructure, reducing reconciliation burden and establishing a single source of truth
Financial Planning, KPI Governance & Operating Rhythm
- Drive financial planning cycles with cross-functional leadership, ensuring plans align with growth strategy, unit economics, and capital efficiency goals
- Establish and maintain clear KPI governance, including metric definitions, ownership, data sources, and consistent reporting across teams
- Design and operationalize the company’s rhythm of the business—aligning weekly, monthly, quarterly, and annual performance reviews with planning and decision-making cadences
- Own the end-to-end annual planning and rolling forecast processes, ensuring accuracy, timeliness, and cross-functional alignment
- Lead workforce planning in partnership with HR and functional leaders—tracking headcount actuals vs. plan, modeling hiring paces, and ensuring people costs are accurately reflected in forward-looking financials
- Establish forecast credibility with executive leadership by improving accuracy, repeatability, and clarity of underlying drivers—ensuring forecasts tell a clear “what changed and why” story, not just updated numbers
- Serve as the primary owner and reviewer of day-to-day forecasts and analytical outputs, challenging assumptions, tightening narratives, and ensuring the organization does not rely on SVP-level intervention to reach credible conclusions
Reporting, Analytics & Financial Integrity
- Drive rigorous variance analysis, cohort and segment analysis, and unit economics across SaaS and subscription revenue streams
- Maintain and evolve an integrated three-statement financial model; partner with Treasury on cash flow forecasting and ensure operating and free cash flow dynamics are reflected in planning and board materials
- Own the bridge between GAAP financials and the non‑GAAP metrics the business manages to (ARR, Adjusted EBITDA, Rule of 40+, retention metrics); ensure bridges are documented, consistent, and defensible
- Ensure strong data integrity and alignment across FP&A, Accounting, Revenue, and Business Systems
- Ensure metrics, cadence, and reporting are scalable and suitable for board, investor, and eventual public company requirements
- Elevate FP&A outputs from descriptive reporting to decision-ready insights—ensuring analyses consistently answer “what changed, why it changed, and what to do about it,” with clear implications, trade-offs, and recommended actions
Board & Investor Reporting
- Serve as a critical partner to the SVP, FP&A, in preparing and communicating financial results, forecasts, and strategic narratives to the board and PE sponsor
- Own PE sponsor reporting requirements, including portco deliverables, board package preparation, and ad hoc investor requests
- Support capital allocation decisions by building rigorous scenario and ROI models that frame trade-offs across GTM, R&D, and other investment areas
- Ensure KPI definitions, ARR reporting logic, and financial reporting policies are well-documented, consistently applied, and defensible under scrutiny
Team Leadership & Development
- Lead, coach, and develop a team of managers and analysts as a true player‑coach—setting clear expectations and building a culture of accountability while remaining willing to get directly into the model, analysis, or board materials when needed
- Evaluate and evolve team structure and role design over time to ensure FP&A is positioned for the company’s next phase
- Build bench strength and create career paths that attract, retain, and develop high‑caliber FP&A talent
What You’ll Bring
- 10+ years of progressive FP&A experience, with at least 3–4 years leading a team in a senior manager or director-level role
- Deep SaaS GTM finance expertise: ARR, NRR, bookings, pipeline analytics, and revenue forecasting
- Experience managing operating expenses across multiple functions
- Proficiency with integrated three-statement financial modeling; ability to own and present a full P&L, balance sheet, and cash flow forecast to executive and board audiences
- Strong cash flow literacy and understanding of the drivers connecting P&L performance to cash generation and capital efficiency
- Fluency in GAAP vs. non-GAAP SaaS metrics; ability to explain and defend bridges between audited financials and operational metrics
- Experience designing or operating KPI governance frameworks and performance management rhythms
- Experience in a PE-backed, high-growth, or investor-oriented environment
- Demonstrated track record of building, leading, and scaling FP&A teams
Nice To Have
- Experience with AI-assisted forecasting, automated variance analysis, or FP&A workflow automation
- Experience leading or contributing to a meaningful FP&A systems or process transformation (e.g., Adaptive Planning, data warehouse, or BI integration)
- Familiarity with Workday Adaptive Planning
- Background at a SaaS company scaling through the $300M–$700M ARR range
What Success Looks Like In This Role
First 90 Days
- Has established a clear understanding of the team, processes, data, and current-state pain points
- Has built credibility and working relationships with business leaders and is viewed as a trusted partner
- Has a clear point of view on transformation priorities—tooling, workflow, and team—and has begun driving visible improvements
- Has taken full ownership of at least one active planning or forecasting cycle
By the end of 2026
- FP&A operates with clear ownership, consistent processes, and materially improved speed and output quality
- KPI governance is established, documented, and consistently applied across the business
- Forecasts are credible and trusted by the executive team, with clear driver‑based narratives
- At least one meaningful automation or AI initiative is live and materially reducing manual FP&A effort
- An integrated three-statement model is embedded in planning and board reporting
- ARR and retention reporting are meaningfully less manual and better integrated with the data infrastructure
Why This Role
This is a high-impact opportunity for a senior finance leader who is energized by building—building the team, building the operating rhythm, and building the financial infrastructure a complex, PE-backed SaaS business needs to scale. The company is well-positioned, the function has strong foundations, and there is meaningful transformation work ahead. The right person will find this to be one of the most formative roles of their career.
Better Together
Diversity. Inclusion. They’re more than just words for us. They are the guiding values of how we build our teams, cultivate leaders, and create a culture where people feel connected.
We take care of our employees so they can take care of our customers. Customers who come from all walks of life are just like us. We hire incredible people from diverse backgrounds because when we are different together, we are stronger together.
About Us
BeyondTrust is the global identity security leader protecting Paths to Privilege™. Our identity-centric approach goes beyond securing privileges and access, empowering organizations with the most effective solution to manage the entire identity attack surface and neutralize threats, whether from external attacks or insiders.
BeyondTrust is leading the charge in transforming identity security to prevent breaches and limit the blast radius of attacks, while creating a superior customer experience and operational efficiencies. We are trusted by 20,000 customers, including 75 of the Fortune 100, and our global ecosystem of partners.
Learn more at www.beyondtrust.com.
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