Group FP&A Lead

[axr] Recruitment & Search; Sydney; Hybrid; AUD 200,000 - 260,000; Full time

Benefits offered by this job

Hybrid work model

Job summary

axr Recruitment & Search is seeking a Lead FP&A for a capital-intensive private infrastructure business based in Sydney. You will own the budget and forecast cycle, build the group planning model, and deliver board and investor reporting that informs executives and lenders.

The role requires driver-based modelling across capex, funding and long-dated revenue, plus implementing or rebuilding a planning tool. A hybrid 4/1 arrangement is offered with an attractive salary package.

Qualifications

• CA, CPA or CFA, or the equivalent in experience.
• Evidence you've built FP&A capability rather than maintained it.
• Driver-based modelling across capex, funding and long-dated revenue.
• Implemented or rebuilt a planning tool.
• Confidently present a view to an executive team.

Responsibilities

• Own the budget and forecast cycle.
• Build the group planning model from scratch.
• Develop a budget and reforecast cycle that improves each run.
• Define metrics and obtain executive agreement on them.
• Prepare board and investor reporting that stands up to scrutiny.
• Create or replace the planning tool beyond spreadsheets.

Skills

FP&A leadership

Driver-based modelling

Budgeting & forecasting

Executive reporting

Stakeholder management

Education

CA/CPA/CFA or equivalent

Tools

Spreadsheets

Planning tool

Excel advanced

Job description

Lead group FP&A for a capital-intensive private infrastructure business that's scaling quickly based in Sydney

• A real build mandate. The model, the cycle, the tooling and the team
• Reports to the GM Commercial Finance, with regular exposure to the executives
• Sydney based, 4/1 Hybrid - attractive salary package

The business

Large-scale infrastructure development. Multiple assets under construction, global institutional backing, and a lot of capital going out the door.

The economics are what make it interesting. Big upfront spend, long-dated contracted revenue, and a lag before asset earnings. There's no long history to extrapolate from and no settled view of unit economics yet. Someone has to build that view and then defend it to investors, lenders and the board.

The role

You'll own the budget and forecast cycle, help build the model that links the construction program to the financial outcome, and produce the reporting the executive actually runs the business off.

The first year is mostly building:

• The group planning model from scratch. Capex phasing, funding drawdown, the ramp from an asset going live to full contribution
• A budget and reforecast cycle that gets better each time it runs
• The metrics that define performance here, and executive agreement on them
• A planning tool. Right now it's spreadsheets, and that won't hold
• Board and investor reporting that stands up to institutional scrutiny

Who it suits

There are two routes in, and we're open on both.

You might come from scale-up, where you built the reporting function yourself and worked without much precedent. The thing to be honest with yourself about is the balance sheet. This business carries a very large asset base and revenue turns up after the spend.

Or from infrastructure, energy, resources or transport, where you've modelled projects from investment decision through construction to revenue. Then the question is pace. There's no process to inherit here and no team of analysts (yet), and decisions happen faster than they do inside a large corporate.

Either works. What matters more is whether you've built something before. If your best work has been running a well-oiled cycle someone else designed, this will frustrate you.

What you'll bring

• CA, CPA or CFA, or the equivalent in experience
• Evidence you've built FP&A capability rather than maintained it. What you inherited, what you built, what changed
• Driver-based modelling across capex, funding and long-dated revenue, not just P&L
• You've implemented or rebuilt a planning tool
• The confidence to bring a view to an executive team, not just a number