VP, Portfolio Operations

Perseus Group, Constellation Software

2d•$252,000 - $308,000•Hybrid

About The Position

The VP, Portfolio Operations is a senior, hands-on operator embedded directly inside Andromeda's portfolio Business Units (BUs) — both existing and newly acquired — to identify, quantify, and capture value across the operating model. Working on a rotational basis, this leader will spend three to nine months inside a single BU, partner closely with the General Manager and their leadership team, and leave behind measurable improvements in margin, productivity, customer economics, and operating discipline before moving to the next assignment. This is not an audit role, a consulting role, or a turnaround role. It is an operating role with a value-creation mandate. The VP, Portfolio Operations is granted the trust and authority of the COO and the broader Andromeda leadership team to walk into a business, diagnose what is leaking value, design what to do about it, and — most importantly — work alongside the BU team to implement the change. Success is measured in EBITDA, ROIC, and the durability of the improvements after this leader has rotated to the next BU. Because every engagement is different, the specific scope of any given rotation is intentionally not over-defined. One quarter the work may be a deep review of customer contracts, billing terms, and rate cards; the next, a re-engineering of department-level productivity and time allocation; the next, post-acquisition operational integration of a newly closed deal. The common thread is a leader with the financial fluency, executive presence, and intellectual humility to add value in any of those situations.

Requirements

Fifteen-plus years of progressive senior leadership experience across finance, FP&A, operations, or business transformation roles, with at least five years at the VP, CFO, COO, or equivalent operating-leader level.
Demonstrated track record of identifying and capturing material value (EBITDA, ROIC, working capital) inside operating businesses — through pricing, customer economics, productivity, cost discipline, working capital management, or post-merger integration.
Strong financial modeling and analytical fluency: able to build, audit, and challenge driver-based forecasts, ROIC frameworks, customer-cohort economics, and contract profitability models without delegating the work.
Proven experience leading post-merger integration, synergy capture, or buy-and-build operational integration — comfortable inside a newly acquired business in the first 100 days.
Track record of leading change inside operating businesses through influence, credibility, and partnership with the GM — not through positional authority alone.
Excellent written and verbal communication; comfortable presenting to GMs, Group Leaders, the COO, and acquired-company founders with equal credibility and executive presence.
CPA, CA, MBA, CFA, CBV, or equivalent professional credential strongly preferred; underlying quantitative depth is the requirement.
Comfortable with a meaningful travel profile and the ambiguity of a rotating mandate where every engagement is, by design, different from the last.

Nice To Haves

Direct experience inside vertical market software, enterprise SaaS, or other recurring-revenue B2B businesses.
Familiarity with CSI (Constellation Software Inc.) or comparable permanent-capital, decentralized, acquisition-focused holding company models — including their reporting cadences, ROIC discipline, and operating philosophies.
Prior experience as a divisional or group CFO, COO, or VP of Finance with operational accountability across multiple business units.
Experience with contract pricing frameworks, rate card design, and customer profitability analysis at scale.
Hands-on experience designing and operating shared services, FP&A transformation, or driver-based planning programs.
Fluency with modern finance and analytics tooling — driver-based planning systems (e.g., Workday Adaptive, Anaplan), BI platforms (Power BI, Tableau), and AI/ML-enabled forecasting.
History of long tenure with prior employers — Andromeda invests in people for life, and we look for leaders who think the same way.

Responsibilities

Conduct rapid, fact-based diagnostics within the first 30 days of each engagement, working directly with the BU's GM, finance lead, and functional leaders to identify the highest-impact opportunities.
Analyze customer relationships, contracts, and billing data to surface contractual leakage, mispriced services, scope creep, and underbilled value — translating findings into actionable recommendations.
Assess departmental time allocation, capacity utilization, and productivity drivers to identify where labor is being absorbed by low-value activity and where the BU is structurally under- or over-resourced.
Evaluate the rate card, pricing architecture, and gross margin profile across product lines, customer segments, and contract vintages — pressure-testing the assumptions underlying current commercial economics.
Stress-test forecasting accuracy, working capital discipline, and cost structure using Andromeda's ROIC and capital-allocation lens.
Translate diagnostic findings into a prioritized value-creation plan with quantified financial impact, defined owners, sequenced milestones, and clear success measures.
Build the underlying financial models, driver-based business cases, and ROIC frameworks that justify each initiative and align with Andromeda's underwriting standards.
Partner with the GM to validate, sharpen, and gain leadership team alignment on the plan — recognizing that BU ownership of the plan is what determines whether the improvements stick.
Co-design the operating cadence, KPIs, and management dashboards required to sustain the improvements after the engagement ends.
Operate as an embedded member of the BU leadership team for the duration of the rotation — present in operating reviews, pricing committees, and customer escalations, not just standing in front of a deck.
Lead or co-lead high-priority initiatives directly: contract renegotiations, rate card resets, departmental restructuring, billing system corrections, vendor consolidation, working capital releases, and similar interventions.
Coach and challenge BU leaders to elevate their own analytical rigor, financial acumen, and operating discipline — leaving behind a stronger leadership team, not a dependency on this role.
Resolve cross-functional friction quickly and transparently, escalating to the GM, the relevant Group Leader, or the COO only when the issue exceeds the BU's authority.
Serve as a senior operational presence inside newly acquired BUs during the critical first 100 days post-close — establishing financial reporting hygiene, validating diligence assumptions against operating reality, and surfacing early synergy opportunities.
Translate Andromeda's operating standards (forecasting cadence, ROIC discipline, customer economics, capital allocation rigor) into the local context of the acquired business without imposing unnecessary friction.
Partner with the Corporate Development team to feedback what is being learned post-close into future diligence — closing the loop between underwriting and operating reality.
Identify quick-win synergy capture opportunities (procurement, vendor consolidation, billing, contract terms) and lead implementation in lock-step with the BU GM.
Document the diagnostic, the plan, the playbook, and the outcomes for each engagement — building over time an Andromeda-wide library of operating interventions, results, and lessons learned.
Codify recurring patterns of value leakage and operating inefficiency into reusable diagnostic frameworks, templates, and tooling that can be deployed quickly in future engagements and shared across other BU GMs.
Mentor BU finance, FP&A, and operations leaders during each rotation; identify and surface high-potential talent to the COO and Group Leaders.
Contribute to the broader Andromeda operating community — sharing patterns, results, and tools across Group Leaders, Portfolio Managers, and GMs through structured forums and informal collaboration.
Operate under the sponsorship and authority of the COO; align engagement priorities with the relevant Group Leader and the BU GM before each rotation begins.
Provide the COO and Group Leader with candid, fact-based read-outs on the BU's operating health, leadership team capability, and improvement trajectory — including what is working and what is not.
Recommend follow-on interventions, talent moves, or extended rotations where the diagnostic warrants it; equally, signal clearly when the BU has internalized the improvements and the engagement should end.