OverviewWe are hiring a VP of Finance to Build scalable finance systems, processes, and infrastructure. This is a hands-on leadership role. you'll own the numbers end to end, from month-end close to regulatory filings to the financial models that inform how the company allocates capital and prices its products.
You need to be someone who has lived inside the details of accounting and financial reporting, and who can also zoom out to drive strategic financial planning, build FP&A capabilities, and partner with leadership on decisions that shape the business. The ideal candidate comes from a controller or senior accounting background with meaningful exposure to strategic finance-someone who's equally comfortable reviewing journal entries and presenting financial analysis to the board.
Experience in highly regulated industries (financial services in particular) is a strong bonus.
You'll report to the COO.
While there is a preference for the role to be based in NYC, we are open to candidates across the United States.
Work to Be DoneInstead of a list of requirements, we want to give you a directional look into the first 30, 90, and 180 days on the job.
We are a startup, so the pace is fast and the specific work will change. People who thrive here are finding ways to contribute in their first week, and fully productive in their third month. You need to be okay with that.
If you think this is something you can handle, we will be excited to speak with you.
First 30 days: Get into the details and start owning the numbers- Immerse yourself in Bastion's financial infrastructure.
- Review all active regulatory reporting obligations-understand what gets filed, when, with which regulators, and who currently prepares each submission.
- Meet with Legal, Compliance, and Risk to understand the regulatory landscape that drives your reporting obligations and how the regulatory environment is expected to evolve
- Partner with the team to understand their domains, where handoffs happen, and where accounting and treasury workflows need tighter integration
- Review the current FP&A cadence: how budgets are built, how actuals are tracked against plan, what visibility leadership and department heads have into their spending, and where the gaps are
- Outcomes
- You can speak to the company's financial position, close process, and regulatory reporting obligations with full confidence-no one needs to fill in gaps for you
- A clear assessment of the internal controls environment with a prioritized remediation plan for any gaps
- The finance team and cross-functional partners understand your operating style and know you're in the details
By 90 days: Own the close, the controls, and the reporting rhythm- Run the month-end close process and drive improvements: reduce cycle time, improve accuracy, eliminate manual workarounds, and establish a close calendar that the team can execute reliably every month
- Take ownership of all regulatory reporting: ensure every filing is accurate, complete, and submitted on time. Build the review and sign-off process so that regulatory submissions don't depend on a single person's institutional knowledge
- Build the FP&A rhythm the business needs: monthly budget-vs-actual reporting, department cost allocation, variance analysis, and the financial visibility that department leads and leadership currently lack
- Outcomes
- The close runs on a predictable calendar with documented procedures-anyone on the team can explain what happens and when
- Regulatory filings are submitted on time with a clear audit trail from source data to final submission
- Leadership has monthly financial reporting they can actually use
- An internal controls framework is documented and testing has begun on the highest-risk areas
By 180 days: Scale the function and drive strategic financial impact- Own the annual planning process: build the financial model, facilitate department-level budgeting, and produce the plan that connects revenue targets to headcount to burn rate to runway
- Prepare the finance function for increasing regulatory complexity: as the company's regulatory footprint expands, ensure that reporting capabilities, controls, and processes scale ahead of the requirements rather than scrambling to catch up
- Develop your team: assess capabilities, identify gaps, make hiring recommendations, and build the finance organization that the company will need over the next 12-18 months
- Outcomes
- The finance function operates at a level of maturity that exceeds what regulators, auditors, and enterprise customers expect from a company our size
- The board and leadership team trust the numbers: financial reporting is accurate, timely, and actionable
- Internal controls are a strength. The company can point to a documented, tested control environment in any regulatory examination or customer due diligence process
