[Hiring] Director of Financial Planning & Analysis @Trindent Consulting

Role Description

Trindent Consulting is seeking a Director of Financial Planning & Analysis to lead the evolution of Finance from a predominantly transactional accounting function into a commercially focused management finance organization. This is a senior, hands-on leadership role responsible for building the planning, reporting, analytics and decision-support capabilities required to support Trindent’s continued growth.

The Director will provide leadership with reliable financial information, actionable commercial insight and clear recommendations that strengthen operational control, improve project profitability, deliver measurable cost savings and enable better delegation of authority.

The successful candidate will establish an integrated view of Trindent’s financial and operational performance, connecting:

• Project revenue
• Consultant labour
• Utilization
• Expenses
• Margin realization
• Headcount
• Cash flow
• Investment decisions

This role requires someone who can operate strategically while remaining close to the detail: building models, challenging assumptions, improving data quality, resolving reporting gaps and explaining financial performance clearly to senior leadership and the Board.

The Director of FP&A will be charged with establishing five foundational management finance capabilities:

• Project-Based Financial Reporting
  • Design and implement a standardized Sold vs. Plan vs. Actual reporting framework for all major assessments and engagements.
  • Provide clear project-level visibility into:
    • Contracted and recognized revenue.
    • Planned and actual consultant labour.
    • Consultant utilization and resource deployment.
    • Travel and other project expenses.
    • Gross margin and margin realization.
    • Forecast-to-complete and expected final project outcome.
    • Material financial and operational variance drivers.
  • Establish consistent project definitions, financial assumptions, data sources, ownership and reporting timelines.
  • Introduce recurring project financial reviews that identify emerging margin risks, delivery issues, corrective actions and accountable owners.
  • Ensure project reporting supports stronger engagement governance, resource planning, commercial decision-making and margin management.
• Executive Management Reporting
  • Implement a reliable monthly management reporting package for the President, Finance Director, Executive and Leadership Teams.
  • Provide concise analysis of:
    • Revenue and project profitability.
    • Gross margin and operating performance.
    • Cash flow and working capital.
    • Budget and forecast variances.
    • Consultant utilization, headcount and labour cost.
    • Travel and operational expenditure.
    • Cost-saving performance.
    • Key risks, opportunities and required decisions.
  • Move reporting beyond retrospective results by explaining what happened, why it happened, what is expected next and what action is recommended.
  • Clearly distinguish final, provisional, estimated and unavailable information, with named owners and deadlines for resolving material data issues.
  • Establish a recurring reporting calendar, review cadence and approval process that leadership can rely on.
• Cost Savings and Expense Optimization
  • Launch a structured cost-optimization program covering travel, procurement, vendor management and operational spending.
  • Prioritize opportunities relating to:
    • Airline and hotel expenditure.
    • Foreign-exchange and payment fees.
    • Cancellation and change charges.
    • Vendor pricing and service levels.
    • Contract compliance.
    • Duplicate, avoidable or uncontrolled expenditure.
  • Quantify business cases, establish financial baselines and maintain a formal savings register.
  • Distinguish identified, approved, implemented and realized savings to ensure benefits are measurable and verifiable.
  • Turn cost analysis into practical recommendations on what to renegotiate, consolidate, defer, reduce or stop—without undermining client delivery or sustainable growth.
• Governance and Financial Controls
  • Strengthen financial governance through clearer approval authorities, spending controls, vendor oversight, payment controls and project performance reviews.
  • Introduce vendor scorecards covering cost, service, responsiveness, contract compliance and performance.
  • Establish recurring financial and operating reviews with clear agendas, decision rights, actions, owners and completion dates.
  • Improve controls over budget commitments, purchase decisions, project expenditure and forecast changes.
  • Work closely with Accounting to define a disciplined month-end handover covering required inputs, reconciliation checks, delivery dates, data ownership and escalation routes.
  • Improve transparency and control while avoiding unnecessary bureaucracy or slowing operational decision-making.
• Board and Leadership Readiness
  • Develop Board-ready financial reporting covering:
    • Overall financial performance.
    • Project and portfolio profitability.
    • Revenue, margin and cash-flow trends.
    • Operational and professional-services KPIs.
    • Material risks and opportunities.
    • Cost-optimization performance.
    • Progress against the Finance transformation roadmap.
  • Ensure Board and leadership materials are concise, accurate, reconciled and supported by clear analysis.
  • Maintain models, assumptions and supporting evidence in a due-diligence-ready state.
  • Provide the President, Finance Director and senior leadership with scenario analysis, recommendations and decision papers that enable confident and timely action.

Qualifications

• A recognized accounting or finance qualification such as CPA, CA, ACA, ACCA, CIMA, CFA or an equivalent professional designation.

Requirements

• 10 years+ business and operational finance track record working for a fast growth services business operating across multiple legal entities, currencies & countries.
• Experience in a consulting, professional-services, project-based or people-intensive business connecting project revenue, labour deployment, utilization, expenses, headcount and cash flow.
• Experience building or materially upgrading an FP&A function.
• Advanced financial modelling, forecasting, scenario analysis and sensitivity analysis.
• Strong project-profitability, margin-analysis variance, trend and root-cause analysis capability.
• Strong data reconciliation, model-control and documentation discipline.
• Advanced spreadsheet capability and experience working with ERP, planning, reporting or business-intelligence platforms.
• Ability to design executive dashboards and communicate financial and operational KPIs clearly.
• Strong business-case development, investment evaluation and decision-support capability.
• Ability to translate complex financial information into concise, commercially relevant recommendations.

Work Location & Flexibility

This position may be based in either Dublin, Ireland or Toronto, Canada. Trindent Consulting is looking for a FP&A Director who can modernize our financial reporting, provide deep insights and help us Make it Happen as we grow our global revenues and customer base.