VP of Strategic Finance

VP of Strategic Finance

Competitive compensation: $230,000-$300,000 + equity

Why Strategic Finance at Steno Is Different

Steno is an operationally complex business, and the financials are always a downstream read on what's happening upstream. That means the interesting questions don't live in the P&L - they live in how jobs get scheduled, how providers get paid, how firms get invoiced, how sales teams get deployed, and how product usage ladders up to revenue. You will be the person who diagnoses across all of it. It's a strategic, high-impact role where you:

• Own the full FP&A cycle - reporting, budgeting, forecasting, and variance analysis - with the narrative depth that helps leadership understand not just what happened, but why, and what it means for next quarter.
• Act as the company's internal consulting bench - pick up the ambiguous, cross-functional problems that don't yet have an owner and run them from problem framing to decision to implementation.
• Diagnose beyond the model - when something moves in the P&L, trace it back to what actually happened in the business: a comp plan change, a service delivery constraint, a product decision, a team restructure.
• Drive action, not just insight - use data to inform real-time decisions on staffing, pipeline performance, pricing, and resource allocation.
• Connect the dots across the company - surface the insights that span teams before anyone thinks to ask for them.
• Build with a systems mindset - evaluate tools, data infrastructure, and processes with an eye toward scalability, integration, and downstream impact.
• Lead the company's highest-stakes analytical work - unit economics, investment cases, new business models, and deep dives that shape company direction.
• Serve as a strategic thought partner to the SVP of Finance - pressure-test assumptions, flag second-order impacts, and bring rigor to decisions that span the business.

You'll report directly to Dayna Shi, SVP of Finance, and work cross-functionally across the organization. There is no ceiling on the impact you can have.

The ideal candidate brings 8+ years of experience spanning FP&A and Business Operations, including time in investment banking, management consulting, or a BizOps / Strategy & Operations seat at a scaling company. They have a track record of owning the FP&A cycle end-to-end - reporting, budgeting, forecasting, and board-level narrative - at a company with real operational complexity. They operate with deep analytical rigor and have experience running ambiguous, cross-functional initiatives from framing through to decision.

This person thinks in systems, communicates complex analysis with clarity, and has a bias toward operational action. Experience in SaaS, legal tech, or marketplace businesses is highly valued, as is familiarity with tools like Looker, dbt, or Snowflake

Who You Are

You are genuinely curious about how every part of the business works, and you have learned to read financial outcomes through a business-first lens. When revenue is down, your first question isn't "what changed in the model?" - it's "what happened in the business that the P&L can't show me?" That answer might live in Ops (a service delivery constraint, a throughput issue), in GTM (a territory change, a comp plan that shifted rep behavior), in Product (a change that affected how clients experience the service), or in a people decision made two quarters ago. You know the P&L is a lagging report on decisions that were already made - and you've built the instinct to work backwards from the number to the real cause.

You think like an internal consultant. You're the person other leaders pull in when a problem is messy, cross-functional, and doesn't have an obvious owner - because you can frame the question, build the analytical case, align the stakeholders, and see the work through to a decision. You distinguish leading indicators from lagging ones instinctively. When you build a model or a report, you don't stop at the dashboard - you use it to change how a team operates.

You also think in systems. When a new tool is being evaluated or a new business unit is being modeled, you're already considering how it connects to the broader ecosystem, who needs to be involved, and how to set things up for success. You are comfortable operating in environments where the infrastructure is evolving and the process is still being built - you see that as an opportunity to create something better.