Senior FP&A Manager

Senior FP&A Manager

Isio is expanding its commercial finance capability, building out the Finance Business Partnering and FP&A teams that support the Group. The Senior FP&A Manager role is a senior appointment within FP&A and the analytical engine of the Group, owning the planning architecture: the budget and three-year plan, the models behind them, the consolidation and challenge of business unit submissions, and the financial content that reaches the Executive Committee, the Board, our lenders and our private equity shareholder.

Where our Finance Business Partners work with the business units, this role holds the centre. It sets the definitions, owns the calendar, quality-controls what comes in, and deputises for the Director of Financial Performance at Executive level. It suits someone who has built this discipline before, ideally in a private equity backed environment, and who wants the scope to shape how a growing group plans and reports on itself.

What does the role entail?

Group Planning & the Three-Year Plan

• Own the Group budgeting process end to end: calendar, templates, assumptions, consolidation and sign-off pack. • Build and maintain a robust three year plan, including the integrated cashflow model, and keep it genuinely driver-based rather than extrapolated. • Own the financial figures underpinning the Value Creation Plan, and the tracking of delivery against it. • Consolidate, review and constructively challenge business unit budgets and forecasts before they reach the Executive. • Lead scenario modelling, sensitivity analysis and capacity planning across the plan period.

Board, Executive, Lender & Shareholder Reporting

• Own the financial content within Board, Executive Committee, lender and shareholder reporting: exhibits, narrative, quality and timetable. • Build and maintain the standard analytical set: EBITDA and variance bridges, contribution and margin analysis, LTM and run-rate views, cash and covenant metrics. • Translate a complex multi-business-unit performance picture into a clear, decision-ready story for a senior external audience. • Support the Director of Financial Performance as a point of contact for shareholder queries on financial performance.

Standards, Definitions & Assurance

• Act as the arbiter of financial definitions and methodology across the Group, so that numbers reconcile wherever they surface. • Quality-control business unit submissions and commentary, providing consistency and challenge before publication. • Resolve the root causes of recurring inconsistency rather than reconciling the same differences each month. • Proactively manage the finance calendar, particularly the strategy, target and budget cycle.