Director of Financial Planning and Control in London

At ELEMIS, our people and our purpose are at the heart of everything we do. Since 1989, we have evolved into a global British skincare leader, with a strong UK and U.S. presence and an expanding international footprint. As a certified B Corp, we are committed to delivering sustainable performance—balancing commercial success with positive impact for our customers, communities, and planet.

Finance sits at the core of enabling this ambition. Our team provides the insight, governance, and strategic rigour that underpin effective decision-making and sustainable global growth.

We are now seeking a Director of Financial Planning & Control, based in our Filton office, to lead and evolve our planning, reporting, and control environment. This role will play a critical part in shaping financial strategy, strengthening governance, and driving performance across the business, while leading and developing a high‑performing finance team.

The Role Key Responsibilities

• Mandate and Strategy
• Strategic Architecture: Transition the global finance function from a reactive state to a 'no‑surprises' environment by building a unified reporting and planning framework.
• Geographic Integration: Bridge the gap between legal entity accounting and geographic management, better connecting commercial finance and management accounts, to provide a clear view of performance.
• Commercial Stewardship: Act as an advisor to the Global Management Committee, translating complex financial data into actionable commercial strategies.
• Investment Governance: Establish a rigorous capital allocation and Capex reporting process, ensuring every pound of investment is tracked against measurable ROI and cash impact.
• Team Transformation and Leadership
• Function Professionalisation: Lead, mentor, and upskill three direct reports (Head of FP&A, Head of Transaction and Transformation, and Head of Finance), fostering a culture of accountability and precision.
• Global Standardisation: Eliminate geographic inconsistencies by harmonising accounting treatments and policies.
• Change Management: Lead the business through the implementation of new workflows, looking to automate manual processes and instilling a 'right‑first‑time' mentality.
• Talent Development: Build a succession pipeline and ensure the finance team evolves into high‑value business partners for the wider organisation.
• FP&A: Strategic Insight and Forward‑Planning
• Integrated Planning: Implement a comprehensive planning cycle that moves beyond the P&L to include Balance Sheet and Cash Flow forecasting.
• Entity versus Management Reporting: Revise the approach to reporting our Management information based on our trading Channels to the specific entities that are being accounted for.
• Develop Long Range Planning Process: Build an LRP process that engages across the group and sets the basis for our annual planning processes that follow.
• Forecasting: Development of the budgeting and reforecasting process, looking to develop a more dynamic rolling forecast process that reflects the fast‑moving landscape.
• Drive Financial Performance: Define and track global KPIs that link financial results directly to operational and commercial drivers.
• Management Accounting: The Financial Engine
• Reporting Excellence: Ensure reporting excellence is maintained in everything that we do; a robust month‑end close, ensuring high‑quality, audit‑ready management accounts with sophisticated narrative analysis.
• Balance Sheet & Cash Control: Build an environment where there is a stronger focus on both Balance Sheet and Cash Reporting, rather than just the management of the P&L.
• Matrix Reporting: Develop a reporting structure that seamlessly maps legal entity accounting to regional management views.
• Data Integrity: Ensure the General Ledger serves as the 'Single Source of Truth,' eliminating the need for manual offline reconciliations.
• Audit Readiness: Build a continuous reconciliation and review process that ensures the group is always prepared for external audit and statutory reporting requirements.
• Transformation and Transactional: Control and Workflow
• Control Framework: Design and document a robust Internal Control Environment and written Standard Operating Procedures (SOPs) to safeguard global assets.
• Transactional Automation: Review options for automation across the transactional areas of finance operations (Accounts Payable and Accounts Receivable).
• Spend Optimisation: Review the options to implement a group‑wide Purchase Request (PR) process.