Head of Financial Planning & Analysis

Why PayNet / Why Now

• PayNet operates at national scale where forward‑looking financial insights directly shapes strategic, regulatory, and investment decisions.
• Growing platform complexity, subsidiaries, and long‑term commitments demand stronger enterprise‑level planning discipline.
• Leadership requires clearer signals on trade‑offs between growth, cost, and sustainability.
• This role exists to turn strategy into financially coherent, executable plans.

TL; DR

• Own and executes PayNet’s forward‑looking financial view, plans, forecasts, scenarios, and performance signals.
• Act as the CFO’s partner to decode strategy into numbers that can be acted on by leaders.
• Shape how PayNet allocates resources across platforms, products, and initiatives.
• Lead a team which partners with business leaders to build financial plans, challenge assumptions, and not just report variances.

Why This Role Matters

• Decisions are only as good as the assumptions behind them.
• Weak Financial Planning & Analysis (FP&A) leads to reactive management and misallocated resources.
• Strong FP&A enables earlier course‑correction and better risk‑reward trade‑offs.
• This role requires judgment over precision when uncertainty is high.
• Partnering closely with business leaders to support and influence key strategic decisions.

What You Will Actually Do

• Own enterprise‑wide planning, budgeting, forecasting, and scenario analysis across PayNet Group.
• Serve as the dedicated finance business partnet and "single front door" into Finance for assisgned divisions and operating units, helping leaders navigate financial planning, performance, insight, and decision support.
• Shape performance narratives through clear management reporting and insight, not volume.
• Influence resource allocation decisions across platforms, products, and strategic initiatives.
• Build financial models that frame executive and Board trade‑offs.
• Lead development of financial performance dashboards that guide leadership focus.
• Build and lead a high‑judgment FP&A team that partners deeply with the business.

Examples of This Role in Practice

• Sitting wit a division leader to clarify the financial ask, coordinate the right Finance input, and turn it into a decision-ready view.
• Reframing a budget discussion from cost control to strategic trade‑offs and opportunity cost.
• Stress-testing optimistic growth assumptions using scenario analysis rather than hindsight variance.
• Translating a strategic initiative into clear financial implications leaders can decide on.
• Highlighting early performance signals that prompt leadership to course‑correct.
• Coaching business leaders to understand what the numbers are really saying.

What Will Help You Succeed

• Strong commercial and strategic instincts paired with financial rigor.
• Comfort operating with incomplete data while still guiding decisions.
• Credibility with senior leaders built through insight and challenge.
• Experience leading finance teams that influence strategic outcomes, not just produce reports.
• Curiosity about how strategy, operations, and finance intersect.