About The Position

The Senior Analyst – Business Performance & Finance plays a critical role in enabling enterprise‑wide competitive performance, ensuring value is clearly defined, rigorously validated, and successfully realized across a diverse portfolio of strategic initiatives. This role serves as the central authority for performance methodology, initiative governance, and value realization, partnering closely with performance leaders, initiative owners, and business finance teams to drive high‑impact outcomes that matter. You’ll be at the intersection of strategy, analytics, and execution—helping leaders understand what’s working, what’s not, and where to act next. The position integrates actual results, forward‑looking outlooks, and strategic plans—ensuring initiatives are accurately reflected in enterprise reporting, leadership discussions, and decision‑making.

Requirements

  • Bachelor’s degree in Business, Finance, Accounting, or related field.
  • 5+ years of relevant experience in finance / planning / performance analytics.
  • Demonstrated experience partnering with cross‑functional stakeholders (finance, operations, technical or business teams) and operating effectively in a matrixed environment.
  • Ability to independently evaluate financial and business impacts, challenge assumptions, and apply appropriate analytical rigor to support decision‑making.

Nice To Haves

  • Previous experience in the energy / oil & gas industry.
  • MBA or other advanced degree in Business, Finance, Economics, or a related discipline.
  • Strong financial modeling experience, including forecasting, scenario analysis, and business case evaluation to support investment and performance decisions.

Responsibilities

  • Competitive Performance Governance & Methodology (≈25%) Own and apply standardized value frameworks, calculation methodologies, and assumptions for performance improvement initiatives. Ensure consistency, comparability, and credibility of value across organizations and initiatives. Serve as the go‑to expert for value pressure testing, financial impact assessment, and performance measurement.
  • Initiative Management Tool Ownership (≈25%) Act as the primary owner of enterprise initiative and value‑tracking tools used to govern performance improvement efforts. Support initiative owners through the stage-gate process by reviewing submissions, validating assumptions, and re-testing as projects advance.
  • Value Tracking, Performance Integration & Outlooks (≈25%) Challenge gaps between plan, forecast, and actual performance to surface risks and opportunities. Partner with performance delivery leaders to embed results into dashboards, performance reviews, and leadership forums.
  • Cross‑Organization Coordination & Business Finance Interface (≈15%) Serve as the central planning and performance partner to business finance teams supporting execution‑level initiatives.
  • Continuous Improvement & Capability Building (≈10%) Identify opportunities to enhance performance processes, tools, and data quality. Build capability across initiative owners and finance partners in value logic, initiative governance, and performance tracking.
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