Demand jobs in France

At Redpin, we simplify life's most important payments. Buying a property overseas is one of the biggest moments in life — but moving large sums of money internationally can be stressful and complex. Through our trusted Currencies Direct and TorFX brands, we've been helping people move money for over 25 years. With new investment and a bold vision, we're building a new generation of digital products and embedded payment solutions that make international property and business payments seamless. We're transitioning from a traditional horizontal FX platform to a verticalized, embedded software company — and we're calling this transformation Redpin 2.0.

We're now seeking a Global Head of FP&A. to lead a lean team (2) based in London. FP&A has been evolving for two years as a dedicated function- it was previously embedded into finance. For a new leader joining, there is an opportunity to reshape the role to a more digital and forward looking, with strong financial discipline, while having a solid foundation for financial modelling, scenario planning, cost mitigation, business partnering and relationship building. This is also a highly visible role, with the CEO, CFO and Executive Leadership team and the Investors as the primary audiences of the MI, reporting and insights that are being delivered by this team. Redpin's financial year is from July to June. The budgeting cycle is run from February to April with the first draft going to the board at the end of May with iterations in June. We are in the process of selecting a planning tool with the vision for it to be implemented, up and running for the next budgeting cycle in 2026.

• Business partnering with CEO and CFO. Head of Global FP&A is a primary business partner to the CEO and CFO. We are looking for an FP&A professional who will own business financials and will build processes and infrastructure to lead financial modelling, scenario planning, weekly to monthly forecasting, analysis of leading indicators, and have forward looking thinking as a part of their DNA.
• Driving achievement of financial goals. We are operating in a dynamic business and changing external market, and achieving our financial goals is key.
• Lead Financial Planning. A critical part of the role is to lead annual Financial Planning process. The current process is bottom up with top down targets. Budget owners are defined. Planning is performed on a group and legal entity level for the regulated entities (required for profitability, liquidity management and regulatory reporting).
• Provide Insights. FP&A team has an opportunity to leveraged Data team across all verticals of the business. Data Insights team works closely with the business and finance, and it is critical that the FP&A team provides financial insights on a regular basis.
• Primary engagement in strategic events. Bearing in mind the stage of the company, multiple strategic events can be envisioned, from M&A to strategic alternatives, to a liquidity event. FP&A leader should be expected to be on call for various due diligence processes, management presentations, managing data rooms, Q&A, etc. on top of their day to day priorities and normal rhythm of the business.
• Team and extended team leadership. Direct management responsibility of a lean FP&A team presents a number of opportunities for optimising the ways of working, stakeholder management, time management and clear priorities setting. They will be proving regular guidance and professional development to the FP&A team, and extended team members, fostering a culture of high performance and continuous improvement.

• Financial excellence. Financial discipline supported by rigor in planning and financial analysis, coupled with attention to detail. Obsession with numbers and what is behind the numbers. Ability to identify trends, opportunities, and challenge the business where necessary.
• Business acumen. Understanding the business is key to success. We are looking for a track record of exceptional partnership, where FP&A together with the business leaders drive results. Ability to tell the story on multiple levels, supported by understanding of the business dynamics.
• Manage complexity with simplicity in mind. Businesses can be complex, and we are looking for someone who can put simplicity lens onto processes, systems, underlying data and outputs so the available resources are utilised at the optimal level of efficiency. 'Less is more' is the principle we want to apply.
• Cross functional collaboration. Experience in gaining buy-in from a broad range of stakeholders and being an effective collaborator in order to achieve financial and business goals. Annual planning process and how performance is tracking compared to the goals, are often a test of FP&A ability to effectively collaborate on multiple levels in the company.
• Communication and Influence. Ability and confidence to communicate cross functionally, in a multi-cultural environment, and at executive levels. Ability to influence is key, whether this happens in the Board room of with peer groups, when expected outcomes need to be achieved.
• Agility, resilience, time management. High paced environment, high demand for FP&A work, ad hoc requests, 'fire drill' situations, lean teams and tough deadlines – sustaining this work pressure requires mature level of agility, resilience and time management. This equally relates to setting priorities and how tasks and work overall is organised in the FP&A team and beyond.
• Leadership. Prior experience in a leadership role, with a track record of managing and developing teams of individual contributors and domain experts, to deliver high performance. Strong stakeholder management skills and cross functional leadership capabilities.

• Big 4 background
• Previous experience in a PE backed environment
• Previous experience of FS transformation