Senior Director, Finance Operations & Business Systems

Salary Range $170K to $240K
Role Overview

Tiberius is seeking a Senior Director of Finance Operations & Business Systems to design, build, and operate the integrated data, planning, and decision-support infrastructure required to scale a distributed defense manufacturing business.

This is not a traditional finance, IT, or business-operations position. It is a hybrid builder-operator role for a leader who can connect:

• Product development and engineering
• Program management
• Manufacturing and supply-chain operations
• Commercial demand and contract delivery
• Financial planning and analysis
• Enterprise data and business-intelligence systems

The successful candidate will possess the financial modeling capabilities of an exceptional FP&A leader, the operating fluency of an experienced manufacturing and product-lifecycle executive, and the technical aptitude to architect data flows across internal and third-party systems.

This individual will be responsible for creating the operating system through which Tiberius understands and manages the economic and operational performance of its global business.

The role will report to the Chief Financial Officer or another designated executive leader and will work closely with Finance, Engineering, Product, Manufacturing, Supply Chain, Program Management, Business Development, Information Technology, and Tiberius' distributed Defense-as-a-Service manufacturing partners.
The Mission

Tiberius develops products through a complex lifecycle:

1. Concept development
2. Research and development
3. Engineering design
4. Prototype development
5. Qualification and testing
6. Low-rate initial production
7. Product-market and customer validation
8. Contract award and production planning
9. Manufacturing scale-up
10. Delivery, sustainment, and lifecycle management

Each stage generates different operational, technical, contractual, and financial information.

At the same time, Tiberius operates through a distributed network of manufacturing partners that may use different enterprise resource planning, manufacturing execution, product lifecycle management, quality, supply-chain, and accounting systems.

The Senior Director of Finance Operations & Business Systems will build the hub-and-spoke architecture that allows Tiberius to collect, normalize, reconcile, analyze, and act upon this information.

The objective is to create a trusted, near-real-time view of:

• Product maturity
• Engineering progress
• Program cost
• Manufacturing readiness
• Supplier performance
• Material availability
• Production capacity
• Quality and yield
• Customer demand
• Contract obligations
• Delivery schedules
• Revenue recognition
• Working capital
• Product and program margins
• Capital requirements
• Enterprise risk

The result must be more than a collection of dashboards. It must become a practical management system used by executives, program leaders, planners, engineers, operators, and finance professionals to run the business.
Position Profile

The ideal candidate is a hands-on senior leader who can move fluidly between architecture, analysis, implementation, and operations.

This person must be able to:

• Design the target operating and data architecture.
• Translate business questions into data requirements.
• Work with IT and external partners to establish secure data connections.
• Build or direct the creation of ETL and data-transformation workflows.
• Create standardized operating definitions and data models.
• Integrate operational information into financial forecasts.
• Develop dashboards, planning models, and management reports.
• Diagnose operational and financial variances.
• Identify root causes and corrective actions.
• Establish repeatable operating cadences.
• Train business leaders to use the resulting systems.
• Continuously improve the architecture as the company scales.

This is an individual leadership role with substantial cross-functional authority and influence. The successful candidate must be willing to remain close to the work and, where necessary, personally build models, workflows, reports, and prototypes.

The role is not intended to function as:

• A CIO responsible for enterprise technology strategy and infrastructure
• A COO responsible for all company operations
• A controller focused primarily on accounting and financial close
• A traditional FP&A leader focused primarily on budgets and presentations
• A data engineer operating without commercial or financial accountability
• A business analyst who documents requirements but does not build or operate solutions

It is a builder-architect-operator position at the intersection of these disciplines.
Core Responsibilities
1. Design the Finance Operations Architecture

Develop the end-to-end operating architecture connecting Tiberius' product, manufacturing, commercial, and financial systems.

Define:

• Systems of record
• Sources of operational and financial truth
• Data owners
• Data hierarchies
• Common identifiers
• Master-data requirements
• Integration methods
• Reporting layers
• Planning models
• Governance controls
• Update frequencies
• Exception-management processes

Create a scalable architecture capable of supporting multiple products, programs, countries, manufacturing partners, suppliers, customers, and contractual structures.

The architecture should provide a common information layer without requiring every partner to operate the same underlying systems.
2. Build the Partner Data Integration Model

Design a repeatable process for integrating data from third-party manufacturers and supply-chain partners.

Partners may operate different combinations of:

• ERP systems
• Manufacturing execution systems
• Material requirements planning systems
• Product lifecycle management systems
• Quality-management systems
• Warehouse-management systems
• Procurement platforms
• Accounting applications
• Custom databases
• Spreadsheets and manually maintained records

Create a hub-and-spoke integration framework that can ingest partner data through methods such as:

• APIs
• Secure file transfers
• Database connections
• Structured exports
• Cloud data exchanges
• ETL and data-transformation tools
• Controlled spreadsheet templates
• Manual exception processes where automation is not initially practical

Evaluate and deploy tools such as Alteryx or comparable ETL, integration, data-preparation, and workflow-automation platforms.

Establish reusable onboarding standards so that new manufacturing partners can be connected efficiently without redesigning the entire system for each partner.
3. Establish Common Data Standards

Create consistent definitions across Tiberius and its partner ecosystem.

Standardize information including:

• Product and component identifiers
• Bills of material
• Work breakdown structures
• Program and project codes
• Engineering revisions
• Suppliers
• Purchase orders
• Manufacturing orders
• Units of measure
• Inventory classifications
• Production stages
• Quality events
• Labor categories
• Cost categories
• Contract milestones
• Delivery commitments
• Customer demand
• Financial periods
• Revenue and margin attribution

Develop reconciliation and validation controls to identify incomplete, inconsistent, duplicate, stale, or conflicting data.

Partner with IT, cybersecurity, legal, compliance, and program leadership to ensure that data-transfer methods meet applicable security, contractual, export-control, and access-control requirements.
4. Integrate Product Lifecycle and Engineering Data

Work with Engineering, Product, and Program Management to connect product lifecycle management tools and engineering systems to the broader operational and financial architecture.

Create visibility into:

• Product maturity
• Design status
• Engineering change activity
• Configuration baselines
• Bill-of-material maturity
• Prototype status
• Test plans
• Test completion
• Qualification progress
• Design-to-cost targets
• Technical risks
• Manufacturing-readiness levels
• Technology-readiness levels
• Release-to-production status
• Engineering resource consumption

Translate product-development activity into financial and operational implications, including:

• Remaining development cost
• Prototype requirements
• Testing expenditures
• Capital-equipment needs
• Production-readiness dates
• Supplier commitments
• Unit-cost evolution
• Schedule risk
• Cash requirements

5. Build Manufacturing and Supply-Chain Intelligence

Develop an integrated operating view across Tiberius' distributed production network.

Measure and monitor:

• Manufacturing capacity
• Capacity utilization
• Production plans
• Actual production
• Work in process
• Cycle time
• Lead time
• Throughput
• Yield
• Scrap
• Rework
• Downtime
• Supplier on-time delivery
• Material shortages
• Long-lead components
• Inventory availability
• Inventory turns
• Purchase-price variance
• Labor efficiency
• Overhead absorption
• Quality escapes
• Corrective actions
• Delivery performance

Build models that connect these operating variables to:

• Unit economics
• Product margins
• Program margins
• Cash conversion
• Working-capital requirements
• Revenue timing
• Customer delivery
• Capital deployment
• Enterprise risk

6. Connect Demand, Contracts, and Production

Integrate commercial demand signals from systems such as Salesforce with program, supply-chain, manufacturing, and financial planning.

Create a demand hierarchy that distinguishes among:

• Early-stage opportunities
• Qualified pipeline
• Customer forecasts
• Requests for quotation
• Proposals
• Letters of intent
• Framework agreements
• Funded contracts
• Purchase orders
• Firm delivery schedules
• Option quantities
• Long-range demand scenarios

Translate demand signals into:

• Capacity requirements
• Procurement plans
• Supplier reservations
• Labor plans
• Capital-equipment needs
• Production schedules
• Inventory strategies
• Revenue forecasts
• Cash forecasts
• Funding requirements
• Risk-adjusted scenarios

Ensure that probabilities and assumptions are explicit, governed, and consistently applied.
7. Lead Integrated Business Planning

Build and operate an integrated planning process that connects:

• Strategic planning
• Annual operating plans
• Rolling forecasts
• Program plans
• Engineering plans
• Demand plans
• Supply plans
• Production plans
• Workforce plans
• Capital plans
• Cash forecasts

Develop scenario models that allow leadership to evaluate questions such as:

• What happens if a program is delayed?
• What happens if testing must be repeated?
• What happens if supplier lead times increase?
• What happens if a customer accelerates delivery?
• What capacity is required for a new contract?
• When must long-lead materials be ordered?
• How much working capital is required?
• What is the financial effect of changing manufacturing partners?
• What happens to margin at different production volumes?
• Which investment removes the most significant constraint?
• Which operating risk has the greatest financial exposure?

Create a disciplined planning cadence that aligns Finance, Operations, Engineering, Programs, and Commercial leadership.
8. Develop Financial and Operational Models

Build models that translate real-world operating activity into financial outcomes.

Required modeling areas may include:

• Research and development spending
• Engineering labor
• Prototype cost
• Test cost
• Qualification cost
• Bill-of-material cost
• Supplier pricing
• Manufacturing labor
• Manufacturing overhead
• Tooling and nonrecurring engineering
• Capital expenditures
• Learning curves
• Production yields
• Scrap and rework
• Logistics costs
• Warranty and sustainment
• Program revenue
• Milestone billing
• Revenue recognition
• Cash collection
• Working capital
• Product contribution margin
• Program gross margin
• Partner economics
• Make-versus-buy analysis
• Capacity economics
• Long-range enterprise forecasting

Models must be auditable, assumption-driven, operationally grounded, and capable of being updated through automated data feeds wherever practical.
9. Build Executive and Operator Decision Systems

Develop role-specific dashboards and decision-support tools.
Executive View

Provide leadership with visibility into:

• Enterprise performance
• Product maturity
• Program health
• Contract delivery
• Revenue and bookings
• Cash and liquidity
• Manufacturing readiness
• Production capacity
• Supply-chain risk
• Product and program margins