Director, Finance

Lantern•New York, NY

19d•$200,000 - $230,000•Hybrid

About The Position

Lantern Care’s Finance & Strategy team is hiring a Director, Finance to lead the company’s annual budget planning process and rebuild its enterprise forecasting model. This is a build role: the budget process is maturing into a repeatable, top-down cycle, and the enterprise model needs structural rework, particularly on the revenue-forecasting side. The Director will own both, report to the VP, Finance & Strategy, and have a Sr. Analyst, Finance dedicated to supporting the work.

Requirements

8+ years in FP&A, corporate finance, or investment banking, including at least 2 years owning a budget or forecasting process end to end
Advanced Excel modeling skills; comfortable building and rebuilding a three-statement model structure, not just updating one
Experience translating ambiguous, top-down targets (revenue growth, margin) into bottoms-up functional plans
Strong written and verbal communication; able to brief senior executives concisely and handle follow-up questions on the spot
Direct management experience, or clear readiness for a first direct report
Experience with financial software (e.g., NetSuite) and reporting tools (e.g., Power BI)

Nice To Haves

Healthcare, healthcare services, or PE-backed company experience is a plus
Experience using AI tooling (e.g., Claude) to optimize workflows a plus

Responsibilities

Annual budget planning. Run Lantern’s long-range and annual budget process end to end, from kickoff through board presentation. Coordinate across Corporate Strategy and department finance leads, translate top-down revenue and margin targets into functional budgets and staffing plans, and keep the process on a defined timeline with clear deliverables at each stage.
Enterprise model rebuild. Lead the rebuild of Lantern's enterprise forecasting model, with a focus on revenue forecasting. Rework how client-level performance drives near- and long-term forecasts, bring key business drivers (e.g., marketing activations) into the model explicitly, and establish a modeling foundation that supports enterprise decision-making and capital allocation.
Forecasting rigor. Improve forecasting accuracy and process discipline across Finance & Strategy. Standardize methodology, reduce reliance on ad hoc corrections, and build frameworks the rest of the team can use without you in the room.
Team leadership. Manage and develop team of two. Set priorities, review output, and make sure the model stays current between planning cycles.
Executive communication. Present budget recommendations, model output, and forecasting methodology to the CFO and executive team. Anticipate the questions a sharp, technical executive audience will ask and come prepared with the underlying analysis.