Director of Financial Planning and Analysis

Vaughan Buckley Construction•Philadelphia, PA

1d•$175,000 - $200,000•Onsite

About The Position

Volumetric Building Companies (VBC) is seeking an experienced and analytically rigorous Director of FP&A to build and lead the company's financial planning, budgeting, and forecasting function. This is a foundational leadership role with ownership of end-to-end planning, budgeting, and forecasting for ongoing operations and of all corporate-layer reporting and analysis for the Board, CEO, CFO, and executive leadership team (ELT). The role defines and enforces the architecture of reporting and analysis across the company, establishing a single version of the truth that is properly defined, consistently produced, and visible to every stakeholder who needs it. Reporting directly to the CFO, the Director serves as a critical financial partner to senior leadership, ensuring that rigorous, trustworthy analysis underpins every strategic and operational decision. The position demands a balance of hands-on analytical expertise, people leadership, and executive-level judgment in a fast-moving environment. The Director starts as a player-coach — a hands-on individual contributor who builds models personally, with immediate authority to hire one pre-approved FP&A Analyst — and over time grows the standards, systems, and team that others will follow as VBC's reporting needs scale.

Requirements

8+ years of progressive FP&A experience, including ownership of company- or division-level budgeting, forecasting, and executive reporting.
Manufacturing, industrial, or construction sector experience strongly preferred; multi-site and multi-entity experience required; international consolidation exposure a plus.
Experience in private-equity-backed or sponsor-reporting environments, including board-grade reporting and analysis.
Bachelor's degree in finance, accounting, economics, or a related field; MBA, CPA, or CFA a plus.
Expert financial modeling and analytical skills, including the ability to build driver-based models personally and to set modeling standards for others.
Strong ERP fluency — SAP S/4HANA experience a distinct advantage — and a demonstrated bias for driving reporting out of systems.
Exceptional written and visual communication; able to produce and present board-quality material with minimal revision.
A builder's mentality — energized by creating structure where little exists, without waiting for perfect conditions.
Uncompromising about the integrity of numbers: one version of the truth, clearly defined, every time.
A player-coach who sets high standards and meets them personally; calm and productive under simultaneous demands.
A low-ego partnership style that earns the trust of key stakeholders; direct, clear, and constructive.

Nice To Haves

MBA, CPA, or CFA a plus.
SAP S/4HANA experience a distinct advantage.

Responsibilities

Own the end-to-end annual budgeting, periodic reforecasting, and long-range planning processes for the company's ongoing operations across all business units and functions.
Deliver targets that stretch the organization while remaining credible enough that missing them signals a real issue, not a planning failure — and drive the operating rhythm through which variances are explained and acted upon.
Serve as the finance anchor of the Integrated Business Planning process (IBP / SIOP), ensuring that the commercial and operations consensus forecast and the financial forecast are one forecast.
Own the medium-term operating cash forecast embedded in the plan, coordinating with Project Management, Project Finance, and AR/AP.
Own production of all corporate-layer reporting — Board and investor reporting, CEO/CFO packages, and ELT reporting — on a calendar reliable enough that stakeholders plan around it.
Produce the structured and ad hoc analysis that accompanies this reporting or is requested by any of these stakeholders — from margin walks and variance analysis to scenario and sensitivity work.
Support the monthly business reviews at each manufacturing site (led by the Plant Finance Leads) and lead the company-level review, providing consistent analytics and follow-through actions.
Establish a company-wide financial reporting and analysis standard in which Board-level reporting is fed by company/ELT-level reporting, which is fed by plant- and function-level reporting — one cascade, one set of numbers, potentially multiple views.
Ensure consistency of definitions, breakdowns, and presentation across the company (segment views, adjusted vs. reported measures, discontinued operations treatment, and similar), so that the same question always returns the same answer.
Partner with Operations (COO / VP Manufacturing) to incorporate operational metrics into the single-version-of-truth architecture, with Operations owning metric definitions and source systems and FP&A owning their consistent representation in reporting.
Set the standard for how information is modeled and presented — from model construction practices to presentation formats — and drive adoption through dotted-line relationships and cross-functional influence.
Champion full and consistent use of the company's systems (SAP S/4HANA and related tools), driving reporting out of systems rather than out of workarounds and reducing manual adjustments and offline processes.
Identify and drive — and, depending on scope, own — the system improvement initiatives required to deliver reporting and analysis excellence.
Partner with corporate and site accounting to ensure alignment between accounting records and reported financials, and to improve the usability, consistency, and clarity of financial information.
Ensure close coordination with M&A and strategic-initiative modeling owned by the Director of Strategy — consistent assumptions, definitions, and operating inputs — so deal models and the operating plan speak the same language.
Provide FP&A support for capital formation and transaction-related analysis as directed by the CFO.
Carry dotted-line accountability for the overall provision of budgeting, forecasting, reporting, and analysis wherever it occurs in the company — including plant finance, corporate finance, U.S. and international accounting, and strategy.
Operate as a true business partner to executive and functional leaders: assess informational needs, deliver against them, and raise gaps as improvement projects.
Hire, onboard, and develop the FP&A Analyst as a first priority; grow the team as VBC's reporting needs scale.