ON.energy is strengthening its FP&A organization to support the company's continued growth, improve financial discipline, and build a scalable planning and control environment. The Corporate Budget Control Manager will be a key owner of the governance framework that supports the execution of the company's approved corporate SG&A budget.

The role is designed to complement - not duplicate - the responsibilities of the FP&A Business Finance Managers. Business Finance remains responsible for business performance, forecasting, decision support, and P&L ownership. The Corporate Budget Control Manager is responsible for the integrity, visibility, and disciplined execution of the approved corporate budget across cost centers and shared functions.

Key Responsibilities

1. Budget Governance & Integrity

• Own and maintain the governance framework for the approved corporate SG&A budget.
• Maintain clear budget baselines, approved revisions, transfers, and funding changes with appropriate documentation and traceability.
• Ensure budget changes are reflected consistently across cost centers, departments, legal entities, and planning systems.
• Support the annual budgeting process by maintaining governance standards, planning calendars, templates, submission requirements, and control checks; overall budget ownership remains with FP&A leadership and Business Finance.
• Monitor compliance with approved financial policies, delegated authorities, and budget approval requirements.

2. Cost Center Governance

• Maintain the corporate cost center structure, ownership matrix, and financial accountability model.
• Ensure each cost center has a clearly identified budget owner and an appropriate reporting hierarchy.
• Partner with Accounting and FP&A to maintain consistent mappings among legal entities, departments, cost centers, and financial reporting structures.
• Coordinate and document approved cost center changes, including new cost centers, ownership changes, reorganizations, and employee reallocations.
• Recommend structural improvements as the organization grows and reporting requirements evolve.

3. Budget Execution & Spend Control

• Monitor actual and committed SG&A spend against the approved budget and authorized revisions.
• Identify budget overruns, underutilization, timing differences, exceptions, and emerging spending risks.
• Provide cost center owners with clear visibility into budget utilization, available budget, commitments, and approved changes.
• Ensure material deviations are documented and escalated through the appropriate FP&A and management channels.
• Identify opportunities to improve cost discipline, consolidate vendors, and support cost-efficiency initiatives.

4. Commitment Management

• Develop and maintain visibility over material financial commitments that may not yet be reflected in the general ledger.
• Track significant corporate commitments including professional services, software subscriptions, facilities, insurance, corporate vendors, and other recurring SG&A obligations.
• Coordinate with Procurement, Legal, Accounts Payable, Accounting, and department owners to improve visibility over open purchase orders, contractual commitments, renewals, and expected spend.
• Provide Business Finance and Corporate FP&A with timely information on commitments and approved changes so they can be incorporated into forecasts.
• Identify future spending risks before they materially affect reported results or liquidity planning.

5. Headcount Budget Control

• Partner with Human Resources and department leaders to monitor approved headcount against budget.
• Maintain visibility over approved positions, vacancies, new requisitions, organizational changes, start dates, and personnel-related spending commitments.
• Ensure employees and approved positions are allocated to the appropriate cost centers and that changes are documented.
• Provide FP&A with timely headcount changes and commitments for incorporation into payroll and operating expense forecasts.
• Identify deviations between approved workforce plans and actual hiring activity.

6. Corporate Capital Budget Governance

• Monitor the budget execution of approved corporate capital investments such as offices, laboratories, facilities, internal technology, furniture, and equipment.
• Track approved capital budgets, purchase commitments, actual expenditures, authorized changes, and remaining budget availability.
• Maintain visibility over capital purchase orders and material commitments in coordination with Procurement and Accounting.
• Provide relevant budget and commitment information to the appropriate FP&A owner and Treasury for forecasting and cash planning.
• This role does not manage the execution of capital projects; its responsibility is financial governance of the approved corporate capital budget.

7. Financial Governance Monitoring

• Prepare standardized budget-control reporting by department and cost center focused on budget utilization, commitments, exceptions, approved changes, and emerging risks.
• Support Business Finance Managers with reliable SG&A budget-control information for their monthly business reviews and forecast processes.
• Maintain transparent documentation of material budget exceptions, transfers, incremental funding approvals, and significant commitments.
• Partner with cost center owners to ensure they understand their approved budget, remaining availability, commitments, and governance requirements.
• Focus reporting on financial discipline and budget integrity rather than on ownership of Business Unit P&L performance.

8. Cash Commitment Visibility

• Provide Corporate FP&A and Treasury with visibility into expected SG&A and corporate capital commitments that may affect future cash requirements.
• Identify material timing differences between expense recognition, contractual commitments, purchase orders, and expected cash disbursements.
• Support cash-flow planning with accurate information on approved corporate spend commitments; ownership of the corporate cash-flow model remains with Corporate FP&A and Treasury.

9. Process Improvement & SOX Readiness

• Standardize budget-control, cost-center, commitment-tracking, and approval-governance processes across corporate functions.
• Build clear documentation, approval evidence, ownership, and audit trails that support the company's future SOX-readiness objectives.
• Identify financial governance gaps and coordinate remediation with FP&A leadership and relevant process owners.
• Improve use of NetSuite and financial reporting tools to reduce manual work, strengthen data quality, and improve visibility.
• Promote clear segregation of responsibilities among planning, budget governance, accounting, invoice approval, and cash disbursement.

Qualifications

Required

• Bachelor's degree in Finance, Accounting, Economics, Business Administration, Industrial Engineering, or a related discipline.
• 6-10 years of progressive experience in FP&A, budget control, financial controlling, cost control, or related finance roles.
• Strong experience in budgeting, cost-center management, spend analysis, commitment tracking, and financial governance.
• Ability to work cross-functionally and influence stakeholders without direct authority.
• Advanced Excel and analytical skills, with strong attention to data integrity and documentation.
• Experience with ERP systems such as NetSuite or comparable platforms.
• Strong written and verbal communication skills in English; bilingual English/Spanish is a plus.
• High degree of ownership, discipline, judgment, and attention to detail.

Preferred

• Experience in a high-growth, multi-entity organization.
• Experience in energy, infrastructure, construction, technology, or another capital-intensive industry.
• Experience supporting SOX-ready or SOX-compliant financial processes.
• Experience improving financial governance, procurement controls, or corporate planning processes.