Finance Manager

We're Heidi.

We're building the future of healthcare by giving every clinician the earth's finest AI Care Partner.

In just 18 months, our clinical AI products have absorbed the administrative chaos of 73 million patient visits.

Today, we support over 2.5 million patient sessions a week across 190+ countries.

Healthcare systems are failing us; clinicians spend more time on documentation than on patients, and the human connection that makes medicine worth practicing is eroding.

Our mission is simple: double the world's healthcare capacity and strengthen the human connection at its heart.

We found product-market fit with a freemium medical scribe that clinicians love.

Now, we’re expanding.

Every task a clinician hands to Heidi is a patient who feels more attended to, a health system unclogged, and a clinician who gets to be a clinician again.

If you don't choose easy and you want to build something way bigger than yourself then, choose the challenge, choose Heidi.

The role Heidi's UK and Europe business is growing faster than the finance scaffolding underneath it.

Central finance across Sydney, Melbourne and Manila runs month-end close, core accounting and day-to-day operations, but the region needs someone on the ground who owns the accuracy of its numbers and sits close enough to the commercial team to shape decisions before they get made.

Today, regional leaders wait on Australian hours for answers about their own P&L.

You'll end that.

The role has two halves and both carry equal weight.

You'll own regional financial control and compliance: the integrity of the balance sheet, the accuracy of management reporting and forecasts, cash, strong local controls, and statutory obligations across Companies House, HMRC and VAT, directed through external advisers.

You'll also be a hands‑on business partner to UK and Europe leadership, Sales and Customer Success, owning the P&L narrative, bringing a commercial view to pricing, deal terms and customer economics, and making sure teams see the financial consequence of the choices they make.

You'll report to the Group Financial Controller with a dotted line to FP&A.

• What you’ll do
• Financial reporting and month-end close
• Own the integrity of the UK&Europe balance sheet, with reconciliations that stay current, reviewed and explainable
• Own the accuracy of the UK&Europe monthly group reporting and management accounts with variance commentary that explains movements
• Be the single point of contact for group finance on anything UK&Europe: queries, adjustments, restatements, consolidation-level questions
• Compliance and risk oversight
• Own the UK&Europe compliance calendar (Companies House, HMRC, VAT) by directing external accountants and advisers
• Own the adviser relationships (accounting, tax, audit), keeping work well scoped, reviewed and connected back to Heidi's internal finance standards
• Build an early-warning process so compliance risk is caught and escalated well before it threatens trading status
• Be the accountable owner if something in the compliance chain breaks down
• Commercial business partnering
• Be the day-to-day finance partner to UK&Europe leadership, owning the regional P&L narrative, budget vs actual and the "why" behind the numbers
• Bring a commercial lens to pricing, deal terms and customer economics, flagging risk and opportunity early
• Translate regional performance into clear, decision-ready input for FP&A and company leadership
• Give UK&Europe business leaders a reliable, self-serve view of their numbers, so decisions stop waiting on Australian hours
• Feed central finance the regional inputs it needs at close: accrual estimates, revenue and spend context, then review and sign off on the UK&Europe result
• Revenue risk and collections
• Partner with Sales and Customer Success to resolve aged and disputed balances and unblock stuck revenue
• Own the commercial view of collection risk: which accounts, why, and what it means for cash, and feed it into forecasting
• Drive down UK&Europe DSO by fixing the upstream causes (contracting, disputes, process), not by chasing invoices
• Fin Ops, controls and performance frameworks
• Build the operating rhythm that turns UK&Europe finance from reactive support into a reliable performance framework: clear KPIs, owners, review cadences and escalation paths
• Partner with budget owners on spend decisions before they are made, rather than policing them after the fact
• Strengthen financial controls across spend, approvals, vendor onboarding, card usage, subscriptions and commercial commitments, while keeping the process pragmatic for a fast-moving region
• Review regional AP and card activity, including prompt removal of leaver access and cards, and upscale anomalies to central finance operations
• Partner with external accountants, tax advisers, compliance providers and other vendors, makin
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