VP, Financial Planning & Analysis

LevelBlue LLC•Chicago, IL

13d•$275,000 - $350,000•Hybrid

About The Position

LevelBlue is the largest pure-play managed security services provider in the world — a 2024 carve-out of AT&T Cybersecurity, majority-owned by WillJam Ventures with AT&T retaining a minority stake, now past $1B of business following the acquisitions of Trustwave, Cybereason, and the Alert Logic managed services business. That growth outpaced the finance operating model behind it. This role is integration-first. LevelBlue today runs on four sets of books, four planning conventions, four definitions of a customer, and a synergy case that has to be proven rather than asserted. The VP of FP&A reports to the CFO and is the person who turns that into one company with one plan, one set of numbers, and a credible bridge from underwriting case to realized result — while continuing to run the forecast the board, the sponsor, and the lenders rely on. This is a build role with board and sponsor visibility from week one, on the critical path to the company’s next liquidity milestone. It is not a caretaker forecasting job.

Requirements

12+ years in FP&A, corporate finance, or transaction advisory/private equity, including 5+ years leading a corporate FP&A function at $500M+ revenue.
Owned FP&A through at least one major M&A integration — consolidated planning models, harmonized metric definitions, and personally owned the synergy tracking that was reported to a board or sponsor. Serial-acquirer experience strongly preferred.
Carve-out and/or TSA-exit experience, including stranded-cost management.
Private-equity-owned or sponsor-backed environment: covenant reporting, sponsor cadence, value-creation-plan tracking.
Fluency in both recurring-revenue economics (ARR, NRR, cohort retention, CAC payback) and services economics (utilization, bill-rate realization, project margin, cost-to-serve). Strength in only one will be a stretch here.
Built a driver-based enterprise model from the ground up, not inherited and maintained one.
Proven ability to work from incomplete and inconsistent acquired-company data and still publish a number you will defend.
Credible in front of a board, a sponsor, and a lender group without the CFO in the room.
Bachelor’s in Finance, Accounting, Economics, or related. MBA and/or CPA/CFA welcome, not required.

Nice To Haves

Managed security services, cybersecurity, MSP/MSSP, or IT services sector experience.
IPO preparation or public-company FP&A: S-1 support, guidance frameworks, segment reporting, quarterly cadence.
Multi-entity, multi-currency international operations.
Hands-on EPM implementation (Anaplan, Pigment, Planful, Adaptive, OneStream) with comfort in the underlying data architecture.

Responsibilities

Own the financial spine of integration in partnership with the IMO: synergy tracking against the underwriting case, bottom-up by initiative and owner, with realized-versus-plan reported monthly to the CFO, sponsor, and board.
Enforce clean separation of one-time integration cost, run-rate savings, and dis-synergies. No synergy claimed without a line item and an owner.
Model and track TSA exit economics and stranded-cost burn-down from the AT&T carve-out and each subsequent acquisition.
Own the revenue side of the synergy case, not just cost: cross-sell and attach assumptions across the acquired customer bases, re-based retention cohorts, and honest visibility into which revenue synergies are landing.
Build the repeatable finance integration playbook — Day 1 reporting, Day 100 plan consolidation — so the next acquisition is faster than the last.
Consolidate legacy LevelBlue, Trustwave, Cybereason, and Alert Logic planning into a single driver-based operating model on a common chart of accounts, entity structure, and cost taxonomy. Restate acquired-entity history onto a comparable basis. Retire the spreadsheet-of-record.
Establish and defend the enterprise definitions of ARR, net revenue retention, gross and net bookings, backlog, and contracted-not-billed — and own the reconciliation from those metrics to GAAP revenue with the Controller. Today’s variance between systems is a diligence finding waiting to happen.
Build margin visibility by delivery line — SOC operations, MDR/XDR, professional services and consulting, product/platform — including utilization, bill-rate realization, cost-to-serve, and contribution margin by customer cohort and by legacy entity. Recurring managed services and project-based consulting must be modeled and steered differently.
Own the covenant model, liquidity forecast, and 13-week cash view with Treasury. Deliver lender and sponsor packages that require no rework, including pro forma and adjusted-EBITDA presentation that survives scrutiny of the addbacks.
Build what an IPO or sale process assumes already exists: quarterly-close-grade reporting, segment and cohort analytics, comparable multi-year history across the acquired entities, and a forecast track record a diligence team can test.
Annual operating plan, quarterly reforecast, monthly rolling forecast, long-range plan.
The enterprise financial model — P&L, balance sheet, cash flow, covenant compliance — integrated rather than stitched.
Scenario and sensitivity work for pricing, retention shocks, delivery-cost inflation, integration slippage, and further acquisitions.
Acquisition models, accretion/dilution, and synergy cases; pressure-test the deal team’s assumptions before they become commitments.
Diligence support and purchase-accounting partnership with the Controller: opening balance sheet forecast impacts, earnout and deferred-consideration modeling, and post-close plan integration.
Entity rationalization and legal-entity forecast impacts across a multi-jurisdiction footprint.
Embed finance partners with Sales and GTM, Delivery and SOC operations, Product and Engineering, and G&A; hold each function to agreed operating drivers.
Partner with Revenue Operations on pipeline conversion, quota and capacity planning, sales productivity, and commission modeling across newly combined sales organizations.
Support pricing and packaging with unit economics rather than anecdote.
Monthly management reporting package, board materials, sponsor and lender reporting.
Variance analysis with root cause, named owners, and corrective action — not a bridge chart with no accountability.
Present directly to the board, WillJam Ventures, and the lender group alongside the CFO.
Build, coach, and retain a distributed team assembled from the legacy organizations; resolve duplicate roles and unclear ownership rather than working around them.
Own the planning-system roadmap (EPM selection or consolidation, data model, reporting layer) and automate reporting cycles, including AI-assisted analysis and commentary where it removes manual effort.