VP, Finance

Topgolf•Dallas, TX

18h•Onsite

About The Position

Topgolf is a sports entertainment company that has transformed the golf experience for millions, offering a genuinely energizing career environment. Guests enjoy hitting balls at target-lined outfields, with real-time shot tracing, great food, and good company. With over 100 global venues and proprietary Toptracer technology, Topgolf uniquely combines entertainment, technology, and hospitality. It is a scaled business with complexity, momentum, and significant opportunities for operational improvement and growth. This VP of Finance role is a front-row position, not a traditional back-office finance seat, at a well-known and enjoyed company where the work is meaningful and the stakes are real. This is not a traditional FP&A leadership role. The VP of Finance will serve as a direct partner to the CFO, with full business visibility and a mandate to drive performance, improve outcomes, and increase enterprise value in a fast-paced, private equity-backed setting. The role is central to how Topgolf plans, measures, and improves its business, from venue-level unit economics to enterprise-level capital allocation. You will lead Corporate FP&A, Venues FP&A, and Strategic Planning, working directly with the CFO, CEO, Board, and sponsors to identify issues early, advocate for better decisions, and ensure results. You will inherit a capable team and a strong foundation, with the expectation to elevate Finance as a business partner. The opportunity is significant, as are the expectations. This role offers direct partnership with the CFO on all major decisions, exposure to the Board, lenders, and PE sponsors, ownership of how the business plans, executes, and improves performance, and a clear path to a future CFO role for the right leader. The position reports to the Chief Financial Officer and leads a combined team of approximately 15 across Corporate FP&A, Venues & Toptracer FP&A, and Strategic Planning. It is located in Dallas, TX, requiring 5 days a week in the office.

Requirements

Deep expertise across Corporate FP&A and field/operational finance
Strong command of 3-statement modeling, forecasting, and long-range planning
Proven ability to deliver clear insights, implications, and actions at the Board level
Strong experience with overhead planning, headcount governance, and capital allocation
Experience in a private equity-backed company or similar high-accountability environment
Comfortable operating under tight timelines and high expectations
Understands how investors think: cash flow, leverage, downside protection, and optionality
Ability to independently lead investment analysis and strategic projects
Experience building and evaluating business cases and transaction models
Strong partnership with legal, tax, and external advisors
Brings a clear point of view and strong judgment
Communicates effectively with CEO, Board, and investors
Willing to push back, surface risks early, and drive better decisions
Thinks in terms of enterprise value creation, not functional optimization
Operates with urgency, ownership, and high standards
Highly detail-oriented with strong commitment to accuracy and quality
Comfortable in a fast-paced, evolving environment
A builder who improves teams and processes without adding unnecessary complexity
Leads from the front—drives outcomes, not just process
12+ years of progressive finance experience, with meaningful time in FP&A leadership roles
Bachelor’s degree in Finance, Accounting, Economics, or related field required

Nice To Haves

Experience with refinancing, M&A, carve-outs, or exits is a strong plus
MBA or CPA strongly preferred
Experience in hospitality, retail, restaurants, or entertainment industry
Prior experience in a private equity-backed, multi-unit, or high-growth consumer/entertainment business preferred

Responsibilities

Own the company’s 3-statement financial model, forecasts, annual operating plans and long-range plan
Lead planning and forecasting with a focus on accuracy, speed, and accountability
Identify gaps to our annual operating plan early and drive actions to close them
Translate performance into clear implications and required actions, not just reporting
Lead cross-functional efforts to improve Adj. EBITDA, cash flow, and returns
Oversee three core teams with distinct but interconnected mandates: Venues & Toptracer FP&A, Corporate FP&A, and Strategic Planning
Own unit economics (sales, labor, COGS, operating expenses)
Partner directly with operations to improve performance and drive accountability
Evaluate and scale initiatives that improve revenue growth and margins
Ensure field leaders have clear visibility into what is working and what needs to change
Lead consolidations, overhead planning, capital allocation, and cash flow forecasting
Drive discipline around headcount governance and SG&A efficiency
Ensure capital is deployed against highest-return opportunities
Maintain a clear view of financial health, liquidity, and returns
Own Board materials and strategic framing of the business
Lead high-impact initiatives and business cases (growth, transformation, cost optimization)
Ensure alignment between strategy, financial plans, and execution
Drive focus on the highest-value priorities across the organization
Lead monthly and quarterly cadence with PE sponsors and lenders
Anticipate what matters most: cash, leverage, downside risk, and optionality
Ensure the business is operating with discipline, urgency, and transparency
Support refinancing, M&A, and strategic transactions as needed
Bring structure and rigor without slowing the business down
Evaluate investments & resource allocations with a clear ROI and cash lens
Build and pressure-test investment and divestiture cases
Partner cross-functionally to improve decisions and outcomes
Ensure trade-offs are explicit and decisions are aligned to enterprise value creation
Raise the bar on analytical rigor, decision support, and business partnership
Leverage AI to increase automation & insight quality
Improve how Finance and Accounting work together (forecasting, close, reporting)
Introduce structure and discipline without over-engineering
Develop talent and build a bench of future finance leaders
Drive a culture of ownership, accountability, and continuous improvement