VP Finance

Work to Be Done

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

Requirements

• Hands-on leadership role owning 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
• Must have lived inside the details of accounting and financial reporting, and can also zoom out to drive strategic financial planning, build FP&A capabilities, and partner with leadership on decisions that shape the business
• 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
• Reports to the COO