Finance Director Jobs

About The Position

Requirements

• Product Management Leadership. 10+ years enterprise PdM, 3+ leading other PMs. You’ve run product teams, not managed backlogs.
• Finance Domain Fluency. You know why the close calendar is sacred, what SOX means for system changes, and how FP&A and Controllership interact. Finance leaders recognize you as credible.
• Executive Communication. You distill complexity into decisions, prepare for every question before the meeting, and produce materials executives act on.
• Transformation Resilience. You’ve parachuted into an in-flight transformation — delivery model shifting, trust being built, multiple workstreams competing. You don’t quit when it gets messy.
• AI as Product Strategy. You use LLMs daily as a force multiplier — analysis, executive materials, knowledge synthesis. Beyond personal productivity, you evaluate where AI creates genuine value in Finance workflows: close automation, anomaly detection, planning intelligence, reporting rationalization. You know the difference between a transformative use case and a demo, and you bring that judgment to every investment decision.

Nice To Haves

• Oracle Finance platform experience (Fusion, EPM, ARCS).
• Anaplan or enterprise planning platform experience.
• Retail, CPG, or multi-brand enterprise background.
• MBA, CPA, CFA, or Big 4 consulting background.
• SVPG or equivalent product operating model fluency.

Responsibilities

• Consolidate distributed Finance PdM coverage into one coordinated team with a single roadmap narrative. Finance should see one front door, not six backlogs.
• Establish the operating rhythm, communication cadence, and portfolio governance that makes unified coverage real.
• Co-develop the Finance product strategy with the VP. Own execution across Oracle Fusion/EPM, Anaplan, Coupa, and the reporting ecosystem.
• Drive the Finance AI strategy — where AI changes how Finance operates vs. where it’s theater. Build the case, sequence the bets, manage expectations.
• Make prioritization decisions grounded in evidence. Defend them.
• Lead continuous discovery — regular contact with Finance users, prototype testing, evidence-based prioritization. Own business outcomes, not delivery metrics.
• Bring data-driven perspective to shared decisions with Finance leadership. When you disagree on priorities, bring evidence and options — not pushback.
• Lead and develop the Finance product team. Coaching cadence, capability assessment, development plans. Your team learns the craft by watching you practice it.
• Model the product operating model in an enterprise Finance context where SOX compliance and month-end close aren’t optional.
• Be the consistent, credible GTS presence across Finance Leadership Team domains: GBS, Finance Technology, Controllership, Finance CoE, Brand Finance, Corp Finance & Treasury, Tax & Risk.
• Know when to push, when to align, when to escalate to your VP, and when to make someone else the hero.
• Keep Finance systems stable during transformation — month-end close, quarter-end, SOX controls. The lights stay on.
• Navigate an evolving delivery model with hybrid on/offshore teams. Build productive partnerships, maintain continuity, and ensure Finance doesn’t feel the turbulence.