1. Finance Business Partnering
Act as a hands-on partner to the VP of Operations, Production Directors, and Commercial leads.
Bridge the gap between corporate goals and departmental execution.
Help drive one set of consolidated numbers together with FPA Team and lead finance meetings with production. Standardize Business Partner commentary and templates so insights are comparable across plants/businesses.
Lead financial evaluation of key strategic initiatives including pricing / margin and various efficiency projects in operations which drive improvement in labour and material efficiency.
Own the business narrative and recommendations for each unit (Casegoods, Upholstery, Metal, Prototype, Bespoke).
Build and develop a high‐performing BP team (coaching, prioritization, workload balancing, capability growth).
Influence & Coaching: Train non-
finance managers (Plant Managers, Warehouse Leads) on how to interpret financial KPIs to make better day-to-day decisions.
Deep-Dive Analysis: Provides actionable insights on plant metrics like labor efficiency, yield, and throughput.
Financial Evaluation: Leads the review of pricing, margins, and cost-saving initiatives (labor/material).
Corrective Action: Identifies performance gaps and recommends specific P&L-improving fixes.
Drive Performance Management through Monthly & Weekly Reporting of Key Performance Metrics as well as Visibility, which drives Accountability and ownership on improvement initiatives.
2. Commercial Intelligence
Profitability Analysis: Build systems to analyze customer groups and product lines.
Support to drive margin analysis per customer (group) and product Line - including semi variable costs & R&D costs: (e.g. Engineering Costs, Prototype costs, claims etc).
Decision Support: Provide data-driven insights to steer commercial strategy and pricing.
3. Operational Excellence & Efficiency
Consolidate & interpret key variances with Plant Controllers and FP&A:
Factory Insights: Analyze production variances (yield, labor, price) alongside the Std Costing and Engineering teams - and drive improvement actions.
Material: PPV, usage, scrap/offcuts; allocation of chemicals/consumables/overheads to output.
Labor: Direct Labor productivity, K‐factor trends.
Turn variance analysis into focused actions (root cause, owner, due date, expected value); monitor closure
Work with Costing & Production team to ensure processes are followed and improved where needed
Lean Support: Collaborate with operational teams to quantify the financial impact of Lean/Kaizen projects and validate actual vs. planned savings.
Asset Management: Drive Slow moving inventory reduction and optimize working capital/cash flow.
Critical Challenger: Proactively challenges business assumptions using data to steer executive decisions.
Capex ROI: Lead capital allocation reviews and perform "post-mortem" analysis on project business cases.
Support Procurement with cost impact analysis, PPV drivers, and vendor/commercial terms assessment.
