VP, FP&A

Guardian Restoration•Quinte West, ON

8d•$180,000 - $225,000•Hybrid

About The Position

Guardian Restoration Partners is seeking a Vice President of Financial Planning & Analysis to lead enterprise financial planning, forecasting, performance reporting, and cash flow visibility across their growing platform. This role is crucial for strengthening financial visibility, improving forecasting accuracy, managing cash effectively, and ensuring consistent performance reporting as the company scales. The VP of FP&A will help build the financial infrastructure necessary for faster, better decision-making, improved cash flow and profitability, seamless integration of partner companies, and building confidence with leadership, the Board, and lenders. This is a high-impact finance leadership position requiring both strategic partnership and hands-on building capabilities. Reporting to the CFO, this leader will collaborate closely with the Executive Leadership Team, regional leaders, and business operators to enhance financial discipline, increase transparency, and transform financial and operational data into actionable insights that drive cash flow, profitability, and enterprise value.

Requirements

12+ years of experience in FP&A, corporate finance, strategic finance, investment banking, or related finance leadership roles.
Bachelor’s degree in Finance, Accounting, Economics, Business, or a related field required; MBA or relevant advanced degree preferred.
Strong experience with cash flow management, liquidity forecasting, and 13-week cash flow forecasting required.
Experience operating in a private equity-backed, acquisition-oriented, or performance-driven environment strongly preferred.
Experience in multi-site, labor-oriented, field services, restoration, construction, industrial services, or similar operating environments preferred.
Demonstrated ability to lead annual planning, rolling forecasts, long-range planning, and executive-level reporting.
Advanced financial modeling, analytical, and scenario planning capabilities.
Strong understanding of working capital, cash conversion, EBITDA drivers, margin performance, and operational KPIs.
Experience partnering with Accounting, Treasury, Operations, Technology, Revenue Cycle, Commercial, and executive leadership teams.
Proven ability to influence executive decision-making and communicate complex financial information clearly.
Experience building or scaling FP&A processes, teams, reporting tools, and operating cadences in a growing organization.
Ability to operate at both strategic and hands-on levels, including advising executive leadership while engaging deeply in financial models, forecast inputs, cash flow drivers, data quality, and operational performance trends.
Commercial finance orientation with the ability to connect financial performance to operational execution, customer mix, pricing, labor productivity, margin, working capital, and enterprise value creation.
Enterprise mindset: You can connect partner company, regional, functional, and corporate performance into one clear financial picture.
Cash discipline: You understand that cash visibility requires operating cadence, timely inputs, and cross-functional accountability.
Operator orientation: You know how to translate financial data into clear actions business leaders can execute.
Financial rigor: You can build models, pressure-test assumptions, and identify the real drivers behind performance.
Strategic communication: You can simplify complexity for the CFO, CEO, Board, lenders, and operating leaders.
Builder mentality: You are comfortable creating structure, improving processes, and scaling tools in an evolving environment.
Influence without authority: You can drive accountability across teams that may not report directly to you.
Systems fluency: You understand how financial systems, operational systems, data quality, and reporting automation affect decision-making.
Change leadership: You can raise standards without creating unnecessary friction across partner companies and functional teams.
Executive presence with operating depth: You can advise senior leaders while staying close to forecast inputs, cash drivers, reporting accuracy, and operational performance.
Bias for action: You move quickly from analysis to recommendation to execution.

Responsibilities

Lead Financial Planning, Forecasting, and Enterprise Visibility: Lead Guardian’s annual operating plan, rolling forecast, and long-range planning processes. Build and improve driver-based planning models that connect operational activity to financial outcomes. Create clear visibility into financial performance across regions, partner companies, service lines, and legal entities. Improve consistency and reliability of planning inputs across the business. Develop timely, accurate, and decision-useful financial outputs for executive leadership, the Board, lenders, and operational stakeholders. Support scenario modeling and sensitivity analysis to inform business decisions, resource allocation, and risk management.
Own Cash Flow Visibility and Liquidity Forecasting: Own the design, implementation, accuracy, and ongoing management of Guardian’s 13-week cash flow forecast. Establish a disciplined weekly cash cadence with visibility into receipts, disbursements, liquidity, risks, and required actions. Partner with Operations, Accounting, AR, AP, Treasury, Revenue Cycle, and regional leaders to improve working capital performance. Identify risks and opportunities related to liquidity, cash conversion, collections, billing, vendor payments, and operating cash flow. Translate cash flow insights into clear actions that improve liquidity and reduce forecast variance. Deliver clear and credible cash performance updates to the CFO, Executive Leadership Team, Board, and lenders.
Strengthen Performance Management and Reporting: Own monthly and quarterly business review processes, including executive, Board, and lender reporting. Provide clear analysis of actual performance versus plan, including key drivers, risks, opportunities, and recommended actions. Build standardized reporting views that improve transparency, accountability, and decision-making across the business. Partner with Technology as a finance subject matter expert to define KPIs, standardize reporting requirements, and automate analytics. Improve the consistency, accuracy, and usability of financial and operational reporting across Sage, Albi, and related business workflows. Establish a common performance language that connects operational KPIs to revenue, margin, EBITDA, working capital, and cash flow.
Serve as a Strategic Business Partner: Act as a financial co-pilot to regional leaders, business General Managers, and functional leaders. Translate financial analysis into practical operating decisions and action plans. Build trust with executive leaders, regional leaders, and business operators by bringing clear, commercially grounded financial insights. Help leaders understand what happened, why it happened, what it means, and what actions should be taken next. Support pricing strategy, margin improvement, labor productivity, cost optimization, and capital allocation decisions. Challenge assumptions, pressure-test plans, and bring data-driven recommendations to leadership discussions. Move fluidly between executive-level strategic discussions and detailed analysis of forecast inputs, cash flow drivers, data quality, and operational performance trends. Influence cross-functional stakeholders without relying solely on formal authority.
Drive Value Creation and Performance Improvement: Partner with the CFO and business leaders to identify and execute EBITDA improvement initiatives. Link financial performance to operational levers such as gross margin, labor utilization, job profitability, collections, SG&A leverage, and cash conversion. Support M&A, integration, and CapEx planning with clear financial analysis and performance tracking. Help evaluate acquired company performance against expectations and identify opportunities to improve integration, reporting, and financial discipline. Build financial frameworks that support enterprise value creation in a private equity-backed environment.
Build and Lead a Scalable FP&A Function: Build, lead, and develop a high-performing FP&A team. Establish scalable planning processes, financial models, reporting tools, and operating cadences. Elevate FP&A from a reporting function to a strategic performance management capability. Improve standardization while enabling accountability across regions and partner companies. Create clear ownership, expectations, and rhythms for forecasting, reporting, cash visibility, and performance reviews. Operate as a hands-on leader when needed while building the team, processes, and tools required for scale.