Director, Core Business Finance

TKO•New York, NY

1d•$120,000 - $160,000

About The Position

The Director, Core Business Finance leads financial planning, forecasting, reporting, cost management, and finance transformation for On Location Core G&A. The role converts business plans, workforce movements, and operating assumptions into reliable budgets, forecasts, management insight, and clear actions. The scope includes approximately $115M of G&A across staffing, business development, professional fees, T&E, occupancy, and other G&A costs. It excludes event P&L, revenue, and COGS.

Requirements

Finance or FP&A leadership experience in a complex, multi-business environment.
Strong command of cost-center planning, workforce economics, forecasting, and variance analysis.
Experience leading cross-functional planning processes with senior business leaders.
Demonstrated ability to challenge assumptions and convert analysis into decisions.
Experience managing and developing finance or planning teams.
Strong financial modeling, data, systems, and process-improvement skills.
Ability to lead transformation while maintaining reliable day-to-day execution.
Clear, concise communication with executives and non-finance stakeholders.
Competence in thought leadership; thinking strategically, analytically, conceptually, and innovatively.
Leadership capacity to play an integral role in company growth.
Entrepreneurial attitude towards the business and a strong work ethic
Credibility and trustworthiness in their dealings with others
Proficient in Microsoft Excel, Financial Statements and reports
Pro-active
Flexible and ability to adapt approach
Strong communication and relationship building skills
Collaborative and team player
Ability to prioritize and balance work

Responsibilities

Serve as a senior business partner to Core leaders. Challenge assumptions, test hiring and spending decisions, explain financial trade-offs, and all FA budget owners accountable for forecast quality and cost outcomes.
Lead Core G&A planning and forecasting. Own the annual budget, long-range planning, monthly reforecast, and executive planning cadence across Core G&A functions and business areas. Coordinate inputs from GMs, functional leaders, Finance, and HR and consolidate them into an enterprise view.
Own workforce and labor planning. Maintain the Core G&A labor model, including FTEs, contractors, open positions, backfills, hires, exits, compensation changes, merit, bonus, fringe, payroll taxes, allocation changes, and planned savings.
Seamless coordination with wider FP&A function. Working with the event FDs to communicate staffing allocations, legal costs and marketing budgets. Support the central FP&A process for roll up and Corporate reporting
Drive performance reporting and insight. Establish a consistent view of budget, actual spend, latest forecast, run rate, variance, key drivers, and required actions. Reporting should help leaders understand not only where spending is moving, but why and what they should do about it.
Identify and deliver savings. Translate enterprise cost targets into actionable initiatives, distinguish structural savings from timing or vacancy savings, track commitments, and report realized benefits.
Lead the Core G&A finance operating model. Define ownership, processes, data standards, reporting routines, and decision rights across Finance, HR, Controllership, and business leadership.
Lead finance transformation. Improve planning, reporting, data integration, automation, and management information through initiatives such as Adaptive Planning, Workday-related workforce processes, SAP S/4HANA adoption, dashboard development, and finance workflow standardization.
Own and lead special projects. Identify, scope, and lead cross-functional projects that improve finance operations, data quality, reporting, cost visibility, or business accountability. Take projects from problem definition through stakeholder alignment, solution design, implementation, adoption, measurement, and handoff. Examples include the time-tracking initiative,
Build and lead the team. Recruit, develop, and manage Core G&A finance and planning resources; establish clear ownership; raise analytical and modeling standards; and create a team that can operate with less manual intervention and stronger business partnership.