Director of Finance

Siro•New York, NY

29d•$200,000 - $240,000•Hybrid

About The Position

Siro is redefining how field sales teams learn, perform, and win. Our platform integrates with systems like Salesforce, analyzing thousands of in-person sales conversations to surface insights, automate workflows, and drive better outcomes across the org. Siro has raised $75M and is backed by world-class investors like Index, Fika, CRV, and SignalFire. We are trusted by leading home-improvement, retail, hospitality, and automotive brands, and powered by a lean team from Meta, McKinsey, Doordash, and Uber. We’re building the future of human-AI collaboration in sales — and we’re just getting started. This is a high-ownership role for someone who wants finance to be a driver of the business, not a scorekeeper. You'll own the numbers end to end — the model, the close, cash, compliance, and the systems under all of it — and you'll use that ownership to sharpen how the whole company makes decisions. It's ideal for a high-slope, deeply detail-oriented operator who is equally uncomfortable with a sloppy reconciliation and with a month spent on work that didn't move the business. You'll go deep — into the model, the ledger, the SOC 2 controls — but you're measured on the decisions and outcomes that depth produces.

Requirements

A finance operator with range — you can move from a board-ready strategic model to a bank reconciliation to a SOC 2 control mapping and be rigorous at every altitude
High-slope: you've grown faster than your titles, take on scope before it's handed to you, and get sharper under ambiguity
Obsessively detail-oriented — but outcome-obsessed first. You catch the $40 variance and you know when the $40 variance isn't worth an hour. You never let precision become an excuse for not moving the business.
Experienced across strategic/FP&A finance, accounting/close, and compliance — likely from a high-growth startup, and comfortable being the most senior and strategic finance hire
Hands-on with (or able to quickly own) compliance; you treat it as a revenue enabler, not a cost center
A clear communicator who translates financial complexity into decisions non-finance leaders can act on
A builder who is energized by no playbook, few tools, and a lot of leverage on the line

Nice To Haves

This is not a controller-only or pure-reporting seat. If your definition of a good month is a perfect close that nobody made a decision from, this isn't the fit.
This is not a role where compliance is busywork. SOC 2 here is a tool to win enterprise deals — owned by someone who understands why it matters, not just how to fill out the checklist.
A failure mode we're screening against: getting lost in the minutiae without driving business impact. We want someone who goes deep and comes back up with the decision. If precision is the goal rather than the tool, this will be frustrating for both sides.

Responsibilities

Own strategic finance and be a decision partner
Own and continuously sharpen the financial model — revenue, ARR, burn, runway, unit economics, and scenario planning
Refine the operating cadence: budgeting, forecasting, board and investor reporting, and monthly business reviews that change what leadership does next
Turn analysis into recommendations — pricing, hiring pace, spend trade-offs, where a dollar returns the most — and push for the call, don't just present options
Be the finance partner in the next fundraise: investor-grade model, data room, and diligence support
Own accounting, the close, and controls
Own a clean, timely monthly close and accurate financials (managing our outsourced accounting/bookkeeping partners)
Build the controls, reconciliations, and reporting that make our numbers audit-ready and investor-ready by default
Own cash: AR/AP, collections, billing accuracy, treasury, and the cash-flow visibility the company runs on
Manage tax, audit, and statutory compliance without letting them become fire drills
Own compliance, SOC 2, and security operations
Own the SOC 2 (Type II) program end to end — scope, controls, evidence, auditor relationship, and continuous compliance after certification
Turn security questionnaires and vendor diligence from a deal bottleneck into a fast, repeatable process that helps Sales win
Own the compliance and risk backbone: data handling, vendor risk, insurance, contracts review support, and the policies that scale with us
Partner with Engineering on the controls that reduce risk (not just the ones that check a box)
Build the finance function and its systems
Choose and implement the tooling that lets a small team punch above its weight
Automate and eliminate low-leverage work relentlessly, so the function scales sub-linearly with the company
Set the standards for the finance team we'll build over time