Group Finance Director

Solfit; United States; Remote; GBP 70,000 - 90,000; Full time

Job summary

Solfit Holdings is seeking a Group Finance Director to lead and develop the finance function across Solfit Holdings, Solfit Solutions, Solfit Services and Solfit Systems. You will translate strategy into funded operating plans, challenge assumptions and ensure value creation for stakeholders.

Reporting to the Group Managing Director and working with the CEO and Board, you will shape long-term funding strategy, lead acquisitions evaluation and drive robust financial planning and governance across

Qualifications

• Professional accounting qualification (ACA/ACCA/CIMA) or equivalent senior leadership experience.
• Proven experience as Finance Director or senior financial leader in a multi-entity business.
• Experience with budgeting, forecasting, cash flow management, statutory reporting and audit.

Responsibilities

• Develop and maintain the Group financial strategy and integrated business plan.
• Translate strategy into annual budgets, medium-term plans, and funding requirements.
• Provide concise monthly reporting to the Board with forward outlook, risks and actions.

Skills

Board reporting

Cash-flow management

Financial planning

Risk management

Commercial judgement

Stakeholder management

Education

ACA/ACCA/CIMA

Tools

ERP systems

Financial modelling

Job description

Location Primarily remote/home-based and ideally centrally located, Board and SLT

meetings, and partner/customer locations

Salary Circa £80,000 per annum

The Group Finance Director is responsible for leading and developing the finance function across

Solfit Holdings, Solfit Solutions, Solfit Services and Solfit Systems. The role ensures that the Group's

strategy and multiple income streams are supported by robust financial planning, disciplined cash

management, accurate reporting, effective commercial control and a scalable finance operating

model.

Reporting to the Group Managing Director and working closely with the CEO, Board and Senior

Leadership Team, the role converts strategy into a funded and measurable operating plan, provides

independent financial challenge and ensures that decision-makers have a clear forward view of

performance, risk, funding requirements and value creation.

Functional split and key accountabilities

BLACK - Strategic finance and Board leadership

Develop and maintain the Group financial strategy, integrated business plan and financial

structure required to support sustainable growth.

Translate strategy into annual budgets, medium-term plans, investment cases, funding

requirements and measurable financial outcomes.

Provide concise monthly Board reporting on actual performance, forward outlook, cash,

risks, opportunities, actions and decisions required.

Act as a trusted adviser to the Group Managing Director, CEO and Board, providing

independent financial challenge and practical commercial judgement.

Lead scenario planning and the financial evaluation of acquisitions, partnerships and major

investments, aligned with funding capacity, risk appetite and required return.

Shape the long-term funding strategy and support relationships with shareholders,

investors, lenders and other strategic funding partners.

Keep the Group investor ready by maintaining reliable financial information, forecasts, dataroom evidence and due-diligence materials.

RED - Financial governance, control and delivery

Own the annual budget, rolling forecast, consolidated accounts and monthly

performance rhythm across the Group, each operating entity and its principal income

streams.

Maintain clear visibility of revenue, gross margin, EBITDA, project profitability,

productivity and cash conversion, with early warning and corrective action where

performance moves outside plan.

Maintain a credible rolling 13-week cash-flow forecast alongside an integrated mediumand longer-term view of liquidity, headroom, funding requirements and financial

Lead working-capital performance across receivables, customer credit, payables, supplier

terms, stock, work in progress, rebates, retentions and intercompany balances.

Own banking, treasury, payment controls, covenant monitoring and the execution of

agreed funding processes.

Ensure accurate and timely management accounts, statutory accounts, consolidation,

tax, VAT, payroll, company filings and audit requirements.

Maintain a Group-wide control framework covering delegated authority, procurement,

payments, revenue recognition, balance-sheet reconciliation, accounting policies,

intercompany arrangements and fraud prevention.

Design and develop the finance operating model as the Group evolves, identifying when

additional capability, roles, systems and controls are required.

Lead and develop internal finance resources and coordinate external accountants,

auditors, tax advisers, bookkeepers and other professional advisers, with clear

accountability and service standards.

BLUE - Commercial finance and revenue enablement

Partner with the Group Commercial Director, Group Production Director, Chief Sales

Officer and business leads to improve pricing, bid quality, contract margin and delivery

economics.

Set financial approval gates for quotations, customer terms, rebates, warranties, supplier

commitments and capital expenditure, identifying exposure and required protections.

Provide robust business cases and sensitivity analysis for new products, services,

partnerships, major contracts and strategic investments.

Use customer, product, project and entity-level profitability reporting to challenge

assumptions, support prioritisation and protect customer delivery.

Support commercial negotiations with clear financial analysis while sales ownership,

customer relationships and pipeline accountability remain with the relevant commercial

leader.

Governance and delegated authority

The role operates within the Group governance framework and the Group Managing Director's

delegated authority for the day-to-day operation of the business. The Group Finance Director is a

member of the Senior Leadership Team, attends Board meetings as required, owns the professional

integrity of the finance function and must maintain clear accountability and escalation across all

entities.

The Group Managing Director retains day-to-day delegated authority; the Group Finance

Director owns the finance function, financial control, management information, planning

and cash stewardship.

The CEO and Board retain oversight of strategy, funding, shareholder matters and

Board-reserved decisions.

The Group Finance Director must have unrestricted access to the CEO, Chair and Board

where financial integrity, solvency, audit, fraud, material control failure or a Boardreserved matter is concerned.

The role has authority to pause or elevate transactions that are outside delegated

authority, inadequately supported or likely to expose the Group to unacceptable risk.

The postholder must maintain complete, traceable and auditable financial records, approvals and

control evidence, and support Board assurance, external audit and continuous improvement. Any

appointment as a statutory director is a separate Board and shareholder decision and remains

subject to formal corporate approval and completion of the required corporate formalities.

Qualifications and experience

A recognised professional accounting qualification, normally ACA, ACCA or CIMA, or

demonstrably equivalent senior financial leadership experience.

Substantial experience as a Finance Director, senior Financial Controller or equivalent

leader in a multi-entity, growth-focused business with multiple income streams or

Proven ownership of Board reporting, budgeting, forecasting, cash-flow management,

working capital, statutory reporting, tax and audit.

Strong commercial finance experience, including pricing, contract and project

profitability, investment appraisal and operational decision support.

Experience working with shareholders, investors, lenders and professional advisers,

including funding, investor-readiness, due-diligence or transaction processes.

Demonstrable success in strengthening controls, improving systems and building capable

finance teams, including the effective leadership of internal and external finance

resources, without creating unnecessary bureaucracy.

The ability to turn complex information into clear decisions and provide high-integrity,

independent challenge to senior leaders and the Board.

Experience within construction, housebuilding, renewables, manufacturing, distribution

or another specification-led and project-based environment.

Experience in a high-growth SME or private-equity/investor-backed business, including

business-model scaling and capital planning.

Experience of acquisitions, disposals, fundraising, due diligence or post-investment

integration.

Familiarity with warranty, insurance, quality-management, ESG reporting or regulated

compliance environments.

Experience implementing or improving ERP, reporting, forecasting and data-automation

systems.

Core behaviours

High integrity, independent judgement and the confidence to raise difficult issues early

and clearly.

Commercial curiosity and a solutions-focused approach to financial and operational

A hands-on leadership style, with the ability to move between Board-level strategy and

detailed problem-solving.

Clear, concise communication that turns complex information into decisions, actions and

ownership.

Collaborative and low ego, while maintaining firm professional standards and appropriate

The ability to prioritise, operate at pace and build structure in an evolving organisation.

Measures of success

Timely, accurate management accounts and Board packs, normally issued within 10

working days of month end.

A reliable weekly 13-week cash forecast, supported by a credible medium- and longer term liquidity and funding outlook, adequate headroom and no avoidable liquidity orcovenant breach.

Improved forecast accuracy across revenue, gross margin, EBITDA, working capital and

closing cash.

Delivery of budgeted margin, overhead recovery and cash conversion, with variances

acted upon promptly.

Full compliance with statutory, tax, banking and audit deadlines, supported by robust

controls, reliable data and no material control failure.

A scalable, service-led finance function, with the right internal and external capability

introduced at the right time, improving the quality, speed and commercial discipline of