Senior Director, Finance

ROLE The Senior Director of Finance exists to own the quality of planning, the integrity of numbers, and the clarity of reporting that Acquisition.com http://Acquisition.com's leaders run the business on. Acquisition.com http://Acquisition.com is a multi-line, portfolio-backed business that scales its finance function through systems and automation rather than headcount. The challenge is not complexity for its own sake. The challenge is building a finance organization that delivers trusted numbers, audit-ready operations, and decision-grade reporting while staying deliberately lean. This is a player-coach role. You will build the model, run the analysis, and get into the numbers yourself while developing the leaders beneath you. Beyond the core function, you provide financial oversight across a portfolio of investments and outsourced partner relationships, and you serve as a thought partner to the President and CFO on capital allocation and tax strategy. You report to the President and CFO and lead a small, high-leverage finance team. RESPONSIBILITIES - Own budgeting, forecasting, and long-range planning that leadership actually steers by, and the reporting architecture that makes the business legible from the executive level down to each unit's economics. - Run a clean, compliant, audit-ready accounting function: GAAP close, revenue recognition, consolidations, financial operations, and a successful first external audit. - Serve as the finance partner to operating businesses, bringing rigor to unit economics and performance where the company creates its value. - Oversee liquidity, financing relationships, the investment portfolio, and outsourced partner interfaces; recommend and execute on capital allocation and tax strategy in partnership with the President and CFO. - Set the target state for the finance technology stack and data environment, and drive the function toward it. - Lead a deliberately lean finance organization, developing direct reports into stronger operators and multiplying capability through systems, automation, and standards rather than headcount. REQUIREMENTS - Proven ownership of FP&A and the reporting architecture in a multi-entity environment, with plans and forecasts that leadership actually used to run the business. - Led a finance function through a GAAP close and external audit, including revenue recognition, consolidations, and the controls framework that makes them defensible. - Experience as a hands-on finance partner to operating businesses, with demonstrated ability to sharpen unit economics and drive performance at the business-unit level. - Judgment that travels: the ability to oversee investments, liquidity, and partner relationships without running them, and to turn analysis into capital allocation decisions for executive audiences. - Track record of modernizing or building a finance technology stack and using systems and automation to increase the function's capability. - 12+ years of progressive finance leadership, including direct management of finance leaders across multiple disciplines, with a player-coach disposition: equally credible building the model yourself and leading the people who will. CPA, CFA, or MBA preferred. RESULTS - Plans, forecasts, and financials are accurate, on time, and actively used to run the business. - The company completes its external audit with strong controls, documentation, and governance across all entities. - Liquidity, financing, and the portfolio are managed proactively, and capital allocation recommendations are well-modeled and cleanly executed. - Leadership and every business unit see the numbers that matter, on a cadence they can count on. - The finance function's capability grows with the business through systems, automation, and leverage, not headcount, and its leaders grow faster than their roles. SCHEDULE - Standard business hours with flexibility to support close cycles, audit periods, and executive planning cadences. LOCATION - Remote, USA CO