Senior FP&A Manager (Toronto)

Role Purpose

Reporting to the Group Head of FP&A, own and lead end‑to‑end management reporting, forecasting, budgeting and performance insight for North America, ensuring timely, accurate outputs that support effective decision‑making by the NA CFO, regional leadership and Group Finance.

Key Accountabilities

• Management Reporting & Performance Cycles – Own North America monthly flash and MBR reporting, including governance, timelines, inputs/outputs and review cadence; lead monthly forecasting (FYF), risks & opportunities and client revenue cycles, providing high‑quality variance analysis and clear executive narrative; ensure all outputs are CEO/CFO ready, with concise messaging, clear movements and actionable insights.
• Planning & Budgeting – Lead delivery of North America budget and multiyear plans, including plan refreshes and full budget cycles; coordinate business inputs, challenge assumptions, and deliver decks explaining movements versus prior plans; work closely with Treasury to ensure aligned assumptions and submissions.
• Insight & Decision Support – Provide analytical insight on financial and commercial performance to the North America LT; deliver ad‑hoc MI and analysis in support of strategic and commercial decision‑making.
• Transformation, Systems & Process Support – Ongoing refinement of reporting and allocation methodologies post‑implementation; ensure North America readiness for planning systems (e.g., Anaplan) including training and dry‑runs.
• Cashflow, Treasury & External Reporting – Own FP&A cashflow inputs and forecasting processes, ensuring alignment with Treasury; lead North America MI provision for ratings agencies, lenders and other external stakeholders.
• Leadership & Ways of Working – Lead, develop and coach the FP&A team; set objectives, run regular 1:1s and ensure delivery to expectations; act as a senior finance leader, working as one team across FP&A and wider Finance with strong ownership and accountability.

Success Measures

• On‑time, high‑quality reporting with minimal rework and strong stakeholder confidence.
• Clear, decision‑useful executive commentary across all reporting and planning cycles.
• Smooth delivery of planning cycles and reporting transitions with robust governance.
• Well‑led, effective FP&A team delivering consistent, reliable outputs.