Fp&A Manager

Initially, the manager will support a small subset of the European portfolio, concentrating on the business with the greatest immediate need. As its performance visibility, planning discipline, and operating cadence improve, the role may expand to other European businesses based on priorities and capacity.
Corporate FP&A owns the consolidated processes, tools, calendars, and enterprise deliverables. The manager ensures supported-business inputs, assumptions, commentary, and action plans are timely, accurate, and grounded in operating realities.
Key Responsibilities
Business Partnership and Performance Execution
Partner closely with the Finance Director and President of the primary supported business, providing objective counsel and helping translate strategic and operating priorities into financial outcomes.
Develop a deep understanding of each supported business's markets, customers, products, commercial model, and operating processes to identify the drivers that matter most.
Evaluate performance against prior year, plan, and forecast; isolate root causes of performance gaps; and recommend actions to improve revenue, EBITDA, cash flow, and working capital.
Convert analysis into execution by defining actions, owners, timing, and expected financial impact, then tracking progress and realized results through the operating cadence.
Equip the Director, President, and their leadership teams with concise, decision-oriented insights for weekly reviews, monthly business reviews, and other operating forums.
Constructively challenge assumptions, create transparency around tradeoffs, and reinforce accountability for commitments and results.
Value Creation and Decision Support
Work with the Director, President, and functional leaders to execute Fortifi's core value-creation priorities: pricing, procurement, LEAN and productivity, aftermarket growth, working capital, and commercial effectiveness.
Establish initiative baselines, quantify financial opportunities, maintain a credible value-creation pipeline, and validate that benefits are reflected in forecasts and realized results.
Build business cases and scenario analyses for capital expenditures, capacity and footprint decisions, make-or-buy and sourcing choices, commercial investments, and other strategic initiatives.
Support growth initiatives and acquisition integration as needed, helping incorporate new businesses into Fortifi's performance cadence, tools, and value-creation approach.
Driver Based Forecasting and Planning
Own the quality of business inputs and operating assumptions used in forecasts and the Annual Operating Plan, partnering with the Director, President, and business leaders who remain accountable for their commitments.
Build a driver-based view of performance using relevant indicators such as demand, backlog, pipeline, volume, price, mix, material costs, labor, productivity, service and aftermarket activity, and working capital.
Maintain a forward-looking view of risks and opportunities, including scenarios and sensitivities that allow leaders to respond before issues are reflected in reported results.
Translate strategic initiatives and operating plans into measurable financial expectations, milestones, and key performance indicators.
Fortifi Reporting and FP&A Process Support
Coordinate accurate and timely European business inputs for Fortifi's recurring reporting and review processes.
Provide clear explanations of performance versus prior year, plan, and forecast, including the underlying business drivers, risks and opportunities, and actions required.
Ensure operational key performance indicators reconcile to financial outcomes and are used consistently across business and corporate reporting.
Data Systems and Continuous Improvement
Strengthen data quality, reporting discipline, and analytic consistency across the European businesses.
Promote effective adoption of Fortifi's planning, reporting, and data platforms, including Workday Adaptive, Power BI, the enterprise data warehouse, and relevant source systems.
Use automation and AI-enabled tools, with appropriate review and controls, to reduce manual effort and improve the speed, consistency, and depth of analysis.
Develop scalable analyses and tools that can be used by business leaders and finance teams to support recurring decisions and performance management.
Qualifications
Education
Bachelor's degree in Finance, Accounting, Economics, Business, or a related field required; MBA, CPA, or other relevant advanced qualification preferred.
Experience
At least 8 years of progressive experience in FP&A, corporate finance, or a related finance role, including direct partnership with operating or commercial leaders.
Demonstrated experience using financial and operational analysis to influence decisions and improve business performance, not solely to report results.
Experience with forecasting, annual planning, executive performance reporting, and financial modeling in a complex operating environment.
Experience in manufacturing, industrial equipment, or another operationally intensive business preferred.
Experience in a multi-entity, global, acquisitive, or private equity-backed environment preferred; experience working across European countries and cultures is strongly preferred.
Leadership and Functional Capabilities
Strong business judgment and the ability to connect commercial and operational activity to P&L, cash flow, and working-capital outcomes.
Demonstrated ability to build trusted relationships, influence without direct authority, challenge constructively, and communicate effectively across countries and cultures.
Ability to move comfortably between detailed analysis and clear executive-level conclusions, recommendations, and actions.
Strong financial modeling, scenario analysis, and data interpretation skills, with advanced proficiency in Excel.
High ownership, intellectual curiosity, attention to detail, and a bias toward action and continuous improvement.
Ability to manage multiple priorities and deadlines in a fast-paced, decentralized, and evolving organization.
Willingness to travel to European business locations as needed.
What Success Looks Like
Success is measured not only by the accuracy of reporting, but by the quality of decisions and operating actions enabled by finance. The FP&A Manager should become a trusted partner to European business leadership and a reliable link to Corporate FP&A.
The Director and President view the manager as a trusted thought partner who improves decisions, follow-through, and accountability.
Supported business leaders receive earlier, clearer visibility into the drivers of performance, risks, opportunities, and available actions.
Value-creation initiatives have credible financial baselines, accountable owners, measurable milestones, and demonstrated realized impact.
Forecasts and plans are driver based, appropriately challenged, and aligned with current operating realities and strategic priorities.
Business inputs to Fortifi's recurring processes are accurate, timely, consistent, and supported by clear commentary and action plans.
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