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Connexa Search Group is seeking an FP&A Manager, Business Partner Operations, to serve as the dedicated finance partner to operating leaders responsible for roughly half of the company’s customer contracts. You will own numbers for labor, margin, and contract economics, partnering with pricing and operations to model deals and renewals.
The role offers a visible seat in a growing function, with a path for advancement and the chance to influence decisions across the business while operating
A privately owned professional services organization within health care, operating across multiple locations. This role connects corporate finance with the leaders who run the business in the field, and is one of the most valued functions in the company. This opening is the result of a promotion. The company is searching for someone who is searching for continued career growth.
The FP&A Manager, Business Partner Operations is the dedicated finance partner to the operating leaders responsible for roughly half of the company's customer contract. You will own the numbers for a portion of the business: rvenue, contribution margin, labor productivity, contract economics, and site-level profitability. Two areas get most of the attention. The first is labor, the largest cost in the business, where you will analyze labor mix, labor spend against what was negotiated at each site, and the productivity drivers behind margin. The second is contract economics, since every site operates under its own agreement; you will model deals and renewals alongside the pricing team and operations. A peer covers the other half of the business, and you will work closely with the corporate FP&A team. The role reports to a senior finance leader, has no direct reports, and is fully remote in your own time zone with travel once a quarter within the US.
This role is built for an FP&A manager who wants to be closer to the business and have a real voice in decisions. The reporting, planning cycle, and operator relationships are already in place, so you start with a working foundation instead of a blank page. From there, the job is to make it better: build what is missing, such as revenue reporting by line of business, and improve what is not yet where it needs to be. The people who succeed here see the gap, take ownership, and carry the work through to a result they can point to. It is a visible seat in a growing function and a strong path for someone who wants to keep moving up.