Director, Finance

Spellbook

10d•CA$150,000 - CA$200,000•Hybrid

About The Position

We’re looking for a Director of Finance to help shape Spellbook’s next stage of growth. You will work closely with our VP of Finance, executive team, and leaders across the company to translate strategy into financial plans, guide our most important investment decisions, and create a clear view of business performance. This role sits at the intersection of finance, strategy, and company execution. As the company scales, you will build the capabilities, processes, and operating cadence to develop insight into the drivers of our business and bring analytical rigor to decisions across growth, product investment, organizational capacity, and capital allocation. We’re looking for a business-oriented finance leader who can move comfortably between the details and the bigger picture. You should be equally capable of building a rigorous model, challenging assumptions, building board-level presentations, and helping an executive decide what action to take.

Requirements

Run planning, forecasting, and business partnering at a high-growth B2B software company, ideally through a phase where the model or motion changed underneath you.
Worked inside a usage-based, consumption, or hybrid pricing model, or built the transition to one. You know why consumption forecasting is different, and you have been wrong at it before and learned something.
Owned or led a meaningful finance systems or process change, and can talk specifically about what you scoped, what you deferred, and what broke.
Taken a messy set of operational data and turned it into a narrative an exec team acted on.
Presented to senior leadership or a board and defended the numbers under pressure.
8+ years across FP&A, strategic finance, or business finance in software, including time at a growth-stage company where the process did not exist yet.
Deep fluency in SaaS and consumption metrics: ARR and its limits, NRR, gross margin under variable COGS, magic number, payback, burn efficiency.
Excellent modeler. You build models other people can follow, audit, and use.
Systems literate. You know how CRM, billing, ERP, and reporting fit together; you can tell when the data is wrong, and you can direct a systems project without needing to write the code yourself.
A real point of view and the spine to hold it. You can tell a GTM leader their deal is suboptimal, show the work, and still get invited to the next pipeline review.
Exceptional at compressing complexity into a clear recommendation, in writing, quickly.
High ownership and low ego about scope. At our stage you will build the model and also chase down the mapping that is wrong.

Nice To Haves

Legal tech or legal industry exposure
Enterprise procurement and security-heavy sales cycles
Audit readiness or pre-IPO experience
Familiarity with AI infrastructure cost management

Responsibilities

Build investment cases for major strategic bets, new segments, market entry, GTM and product investments, and lead post-investment reviews to assess expected versus realized returns.
Own the framework for allocating spend and headcount across GTM, R&D, and G&A, including the mechanisms and decision criteria for reallocating resources as priorities change.
Own the annual planning, quarterly forecasting, and rolling outlook processes, establishing clear inputs, owners, timelines, and accountability for forecast accuracy.
Make unit economics legible to non-finance leaders, including gross margin and model/inference costs, cost-to-serve, CAC payback, customer profitability, and NRR/GRR, so teams can understand the economics of their decisions and run their own math between reviews.
Partner with GTM and Product on pricing and packaging as the model evolves, including usage-based components. Model alternatives, stress-test downside scenarios, and establish clear economic guardrails for commercial decisions.
Work with the finance team to shape our systems roadmap: CRM, billing, ERP, expense, and reporting. Set priorities, define requirements, and drive implementation with RevOps, Data, and external partners, with clear ownership for data integrity and reporting accuracy.
Partner with the VP Finance and executive team on board and investor materials, translating company performance, forecast changes, and strategic decisions into a clear financial narrative.
Build the capabilities, processes, and operating cadence required for a high-performing strategic finance function, including developing the team and establishing clear ownership across planning, forecasting, analytics, and business partnering.