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Jerry.ai in Houston, TX is seeking a Strategic Finance Manager to own the operating model, budgeting cadence, and planning cycle. You will partner with leaders across the company and work closely with the CFO and founders to ensure decisions are backed by the numbers.
In this role you'll run annual budgets and long-range plans, manage monthly and quarterly forecasts, write executive narratives, lead business reviews, and evaluate planning systems as we scale new products and lines.
Your car and your home are your most important assets, yet the experience of owning them is stuck in the 90s. Every part of the journey - buy/sell, insurance, maintenance, repairs - is fragmented, complicated, and expensive.
Your car and your home are your most important assets, yet the experience of owning them is stuck in the 90s. Every part of the journey - buy/sell, insurance, maintenance, repairs - is fragmented, complicated, and expensive.
Jerry.ai is building the first app to manage it all. We started with car insurance in 2019, became one of the top 3 brokers in the U.S., then added driving insights, diagnostics, and a repair marketplace.
We've reached 5M+ customers, raised $240M+, and scaled revenue 70X. We're now expanding into adjacent verticals (e.g. home, motorcycle, RV, etc) to become the one-stop-shop for all your physical assets.
Jerry is expanding into several new markets at the same time. Capital allocation is now one of the most consequential decisions we make: each dollar committed to a new product line, a marketing channel, or a headcount is a dollar not available elsewhere.
We are hiring a Strategic Finance Manager, reporting to our VP of Finance, to build the analysis those decisions rest on. You will own the operating model and the planning cycle, partner with functional leaders across the company, and work closely with the CFO and the founders.
The operating core is the model, the planning cadence, and the spend discipline the company runs on. Alongside it, you are the analytical partner on new opportunities - the products, verticals, channels and partnerships we are deciding whether to back. And over your first year or two, as our newer products scale and the audience for our numbers widens beyond the people who already know the business, the reporting itself has to reach a standard that holds up to outside diligence.