Wispr one of the fastest growing companies at our stage. We9re hiring our first Head of Finance to build the financial engine underneath that growth, to make sure we can sustain it and accelerate into our next phase. You9ll report directly to the CEO, own everything from the financial model to our next fundraise, and build a finance function from scratch that9s designed for the speed we operate at. You9ll create the process and systems, and the decisions you make in year one will define how this company scales for the next decade. What this role owns: 1. Strategic planning, forecasting and budgeting 3 Build and own the financial model that drives every major decision: revenue forecasting, hiring plans, runway scenarios, GTM efficiency, and unit economics 3 Establish the operating discipline required to scale through Series B, C, D 12 IPO 3 Partner with the exec team on budget allocation, aggressive growth investment and strategic bets 2. Capital Strategy and Fundraising 3 Partner with the CEO to lead growth rounds across Series B+ 3 Own the long-range financial model, capital strategy, and investor narrative 3 Lead diligence, investor Q&A, and board-level financial communications 3 Manage overall cash deposits, investments and credit facilities 3. Revenue & monetization strategy 3 Shape the financial architecture for a business evolving from strong PLG foundations into enterprise sales, working with the team on pricing, contract structures, and deal economics 3 Own revenue recognition and ensure the company9s revenue practices are clean, defensible, and scale-ready 4. Accounting, controls and compliance 3 Stand up audit-ready financials by 2027, building internal controls, documentation, and reporting infrastructure from scratch 3 Manage external accountants and oversee bookkeeping, reconciliations, and monthly/quarterly close 3 Own tax strategy including filings, R&D credits, and international tax obligations as we expand What we9re looking for in this role: You9ve done this before. You built the finance function at a company that went from Series A/B through rapid scale, you know what breaks at each stage and how to build ahead of it. You want to build from scratch, not maintain something someone else started. You operate at the speed of the business, not the speed of finance. You can build a board-ready model in a week, pressure-test a pricing change over lunch, and have a point of view on a $10M decision with imperfect information. You don9t confuse rigor with slowness. You9re a strategic partner, not a service function. The founders and exec team will rely on you to challenge assumptions, reframe tradeoffs, and bring clarity to ambiguous decisions. You toggle between board-level strategy and rolling up your sleeves on month-end close. You know how to build the team and systems to scale the finance function, but you9re not above the details until then.