FP&A Director

Key Responsibility:
The role is responsible in leading the overall financial planning process of the Company to ensure that the Company is able set its objectives and goals, as well as establish a glide-path for meeting those same objectives and goals. In addition, the role also leads the creation and establishment of aligned portfolio models and value chain analysis aimed at helping Management in their decision making.
Prioritized Responsibilities
1. Financial Planning
• Yearly Business Planning - Leading the overall Yearly Business Plan Process of the Company by supervising, reviewing and pre-aligning with the finance leaders in the country the business plan process and eventually consolidated business plan for discussion and approval by the Country GM and CFO
• Quarterly Rolling Estimates - leading the overall Quarterly Rolling Estimates of the Company by supervising, reviewing and pre-aligning with business leaders
• Monthly BP / RE Review - actual results vs Business Plan/Rolling Estimates reconciliations are done, variances are understood and explained. Risks and opportunities to the full year budget are highlighted and properly communicated.
2. Financial Analysis
• Decision support - responsible for ensuring that a robust analysis is done by the team for projects/initiatives that would have an impact on the Company's P&L, both in the short-term and the long-term
• Sales & Operations Planning - responsible for reviewing, and ensuring that impact of updated S&OP forecasts are highlighted to the CFO and the rest of the Leadership team in order to ensure that plans are put in place to mitigate potential risks, and also understand where there are opportunities
3. CAPEX Management
• Long-range planning for Capital Expenditures for the Company based on projected growth
• Yearly Business Plan review and alignment of Capital expenditures with finance director and rest of leadership team in line with growth projections and current capacity
• Review and alignment of capex projects for final approval/authorization to spend
• Review of post mortem analysis done for CAPEX projects. Highlight the results of post mortem study to Management
Skills Requirements:
Communication complexities:
• Effectively communicate with functional leads and other business leaders in the country and provide clear guidance and support on FP&A related matters.
• Complex financial concepts to internal and external audiences must be articulated to non-financial business leaders in concise and understandable terms to influence and drive alignment and appropriate actions Data is used for decision-making, as well as internal and external reporting and communications. This also includes the preparation, interpretation, and alignment of financial data included in the business plans.
• Communication with non-management / associates, including Controller's Group, Corporate Tax, Corporate Governance and Compliance and others. Must represent bottling operations' issues and results in terms understood by others, often requiring the explanation of the underlying business drivers which are new to the recipient.
• Credible leader when resolving issues related to financial standards and processes; must apply business knowledge and communicate this effectively.
Analysis:
• BIG operates across multiple geographies and business environments and this role requires deep knowledge and expertise of bottling operations.
• The role requires the ability to work on strategic issues and new approaches need to be developed continuously to ensure correct business decisions are made.
• Participate in development and prioritization of business strategies and plans with cross functional teams
Decision
• Define the financial planning process to ensure that inputs from different organizations are taken into account prior to the review, alignment and eventual submission to BIG as necessary
• Helping define long-term and short-term financial goals for the Company
• Helping define savings goals for the Company to help meet profitability commitments