Finance Director

Requirements

• Capital markets and corporate development experience: you've raised or invested real money. That might be banking (DCM, leveraged or structured finance), investing, or a corporate development, corporate strategy or strategic finance seat where you've run raises, facilities or M&A. You can run the process (with Founder support) and lead on pricing, structuring, covenants and negotiation with investors/banks
• Fluent in venture and growth equity: you're plugged into that market, you know the comps, how growth investors value businesses like ours, and what a credible narrative looks like to them. The difference between good and exceptional here is whether you can shape that narrative alongside the founders, rather than needing us to craft it for you
• A strategic finance operator aiming at CFO: you have an edge in FP&A, long-range planning, capital allocation and KPI design, and you've been the person the CEO turns to on where the next pound goes. Control and compliance may not be where your edge is, but you want to be accountable for them and you know what good looks like. You're already thinking about what you'd need to learn to be a credible CFO of a business several times our size
• High-growth company experience: you've built at pace at an early or growth-stage company (roughly Series A to Series C), you've chosen that kind of environment before, and you know that processes here need to evolve every month, not every year
• Genuinely interested in energy: you don't need to be an energy expert, and few people will be, but you should be curious about where the transition is going and have a view on it
• Exceptional modeller, and close to the detail: you build models other people can use and stakeholders can be given access to, and you rebuild without ego when the business changes. At our stage the person owning the strategy also builds the model, writes the board slide and verifies the numbers
• A leader and a bar-raiser: you'll take on an existing team and hire selectively as we scale. You might already lead a function, or you might be stepping up from a strategic finance, corporate development or strategy seat inside a larger business to own one for the first time. Both work for us. Analysts and accountants who've worked with you got better because you were there
• Genuinely AI-native: you use AI daily in your own workflow and have a clear point of view on where it creates real leverage in a finance function. You use and test the latest tools constantly
• Commercially broad: the best people in this seat operate well beyond finance's lane, on strategy, pricing, partnerships and business operations. We are looking for someone with exceptional judgement when making consequential business decisions and operating in unfamiliar territory

What the job involves

• Own the finance function end to end: financial control, reporting and audit, tax, treasury and banking, regulatory reporting as an FCA regulated lender, finance systems and controls, and the team. Raise the bar on pace and output, and hire where required as we scale. As with any role at our stage, you'll cover other core business functions from time to time where finance is the right home for them.
• Own capital raising: run or heavily support our debt and equity processes end to end, and own the relationships with lenders, funds and investors between raises so we're never starting cold.
• Fund new business lines: we are working on or weighing projects in social housing retrofit and small scale commercial. In these segments the credit risk and the funding structure both look different from our existing consumer financing products. You’ll lead on working out how we finance these, and raising the capital behind them, alongside Ben
• Own capital allocation: cash flow forecasting, departmental forecasting across each of our business lines, and the trade‑off calls on where the next pound of capital and headcount goes. Set budgets with each department head, hold them to account against them, and make the cost of capital visible in the decisions we take
• Develop the FP&A engine: evolve the model set behind the business, covering unit economics to CM3, the lending model, cash flow, departmental budgets and the KPIs the leadership team steers by. Make it quick to flex as the business changes and strong enough to stand up in a diligence process, and lead the move onto FP&A software if you judge the time is right
• Own KPIs and business insight: define the numbers the leadership team runs on, and make sure every department head owns theirs
• Support investor relations and board reporting: own the numbers behind the board pack and the reporting our investors and lenders see, and support the founders on investor relations between raises. Be the person the rest of the business comes to before making a decision with money attached to it