Head of Finance

Bad Birdie•Scottsdale, AZ

7h•Onsite

About The Position

Bad Birdie is growing fast across DTC, wholesale, and retail, and we’re at a genuine inflection point. This role is the financial engine behind that growth. You own both sides of the house: Controller-level accountability for the close process, COGS integrity, and internal controls, and FP&A ownership of the operating model, multi-year modeling, and scenario planning. You directly manage and develop the existing Controller, and you serve as the financial co-pilot the CEO and COO rely on for every major decision. The right person has been here before. They’ve lived through the complexity of a brand scaling channels, navigating capital decisions, and managing a team through growth. They don’t need to figure it out. They need to execute. This role is based in our Scottsdale, AZ office, full-time and on-site. Within the first 3 to 6 months, success looks like: Month-end close is consistently completed in 10 days or fewer, with GAAP-compliant financials delivered on a predictable schedule. No surprises, no prior-period cleanup. A channel P&L framework is live, trusted, and future-proofed to support 2–3x revenue growth. Contribution margin clarity exists across all channels so leadership can see exactly where the business is making and spending money. Landed cost accuracy is tight: duty, freight, and 3PL charges are captured cleanly in COGS, and variance to standard is flagged proactively, not discovered at year-end. A working multi-year financial model exists, referenced by leadership in strategic planning conversations, and updates when assumptions change. A 13-week rolling cash flow model is on target and updated weekly. The CEO can ask about the cash position at any time and get a clear answer without prep.

Requirements

10+ years in accounting and finance, with at least 4 years at Director level or above; you have owned the function, not just supported it.
Deep controller-level technical mastery: GAAP, inventory accounting, COGS matching, and revenue recognition across DTC and wholesale channels. Accuracy is non-negotiable.
Real FP&A and strategic finance fluency: you can build a multi-year operating model from scratch and communicate financial insight to non-finance executives in plain language that drives decisions.
Experience in DTC or apparel/consumer goods: you understand seasonal inventory cycles, landed cost complexity, and multi-channel margin dynamics.
A track record of compressing a close process and building the infrastructure that made it repeatable.
Experience managing and developing an accounting and finance team: you know the difference between someone growing and someone who has plateaued, and you act on it.
Advanced financial modeling and Excel fluency; ERP experience required.

Nice To Haves

You’ve worked at a brand that sells both DTC (digital and retail) and wholesale; you understand the reporting complexity and margin dynamics that come with multi-channel.
You’ve supported or led the financial preparation for a significant strategic initiative: a debt facility, credit line expansion, retail rollout, ERP migration, or international entry.
You’ve built or significantly leveled up a finance team; you know what an A-player accounting function looks like and how to build toward it.
You golf. You get the culture, you’ve been in a pro shop, and you understand why this brand matters to the people who wear it.

Responsibilities

Own the financial close: set the standard, hold the team accountable, and ensure GAAP-compliant financials are delivered on a predictable schedule. The Controller and accounting staff execute; you own the outcome.
Architect the channel P&L framework: ensure contribution margin clarity across DTC, wholesale, and green grass. Interpret results and drive the strategic recommendations.
Own landed cost accuracy: duty, freight, and 3PL charges captured cleanly in COGS with variance to standard flagged proactively. You set the methodology and monitor the outputs.
Build and enforce internal controls and finance infrastructure: SOPs documented and enforced, chart of accounts clean and scalable. Within 6 months, the finance function operates without your direct involvement in every output.
Lead and develop the accounting team: directly manage the Controller and accounting team. Accuracy above speed is non-negotiable. Coach proactively and make the call on team development.
Lead FP&A and the annual operating plan: build and maintain a bottoms-up AOP by channel and cost center. Run a rolling monthly forecast and push back when financial constraints require it.
Own multi-year financial modeling and scenario planning: model unit economics for new retail, international expansion, wholesale growth, new product categories, and ERP migration before commitments are made.
Own strategic financial initiatives: lead financial preparation, modeling, and reporting for debt facilities, credit line expansions, and any capital processes. Manage banking relationships and covenant compliance.
Own cash flow and working capital: maintain a 13-week rolling cash flow model accurate enough to surface issues 60+ days out. Walk the COO through the cash position at any time without prep.
Partner on inventory and OTB planning: co-author the open-to-buy with merchandising and ops, model buy outcomes, and push back when the math requires it.