Finance Manager

A high-growth, Australian business is looking for a Finance Manager, they’ve grown from $65M to $135M in six years. Finance has to catch up — and then help lead what comes next. A business that's outpaced its finance function.

This is a privately held, product-led business operating across a national branch network. A building products business that manufactures locally along with import and distribution across Australia. Revenue has more than doubled in six years and that growth is not slowing growth to $200M by 2030.

Complexity

• The team is capable. The ERP is fit for purpose. The challenge for someone who can take a strained, transactional function and rebuild it into something worthy of what this business is becoming.
• This is a high-volume, transaction environment — roughly 11,000 to 13,000 transactions per month, $70–75M in stock invoices annually, bank reconciliations that would break most people.
• There's a team of five. They're skilled, but they're not functioning as a unit. The incoming Finance Manager won't be stepping into a well-oiled machine — they'll be stepping in as the person who builds one.
• The business has the appetite and budget to invest in automation. What it lacks is leadership inside finance to drive and embed those solutions. That's the gap you'll fill.
• MONTHS 1–6- Stabilise: Learn the systems, the business, the team. Hold the line on month-end reporting. Build trust quickly — people are under pressure and they'll need to see authority from day one. Begin supporting the SAGE X3 upgrade, AP automation, and banking improvements already in flight.
• MONTHS 6–12 – Transform: End-to-end review of the finance function. Automate accounts payable. Accelerate month-end. Rebuild the team structure so load is shared properly. Become a trusted advisor to the CEO and Senior Management Team.
• MONTHS 12–18 – Scale: Build a finance function ready for $160M, then $200M and from 20 to 30 branches. Own 3–5 high-value strategic projects annually. Minimal manual strain. Finance as a genuine strategic partner — not just the team that produces the numbers, but the team that shapes what happens next.
• Strong accounting fundamentals are a baseline assumption. What will actually determine success is your leadership ability and your track record of driving change in complex environments.
• You've worked in a scaling business — genuinely scaling, not theoretically growing — and you understand the difference between managing a finance function and building one.
• You've personally initiated and owned transformation, not just participated in it. You can explain what you designed, how you executed it, and what it delivered.
• You've managed a team through change, and you know how to bring people along, not just announce improvements and expect compliance.
• You're comfortable in a high-volume, high-complexity transaction environment — this is not a handful of large clean deals; it's thousands of transactions a month with very little margin for error.
• You establish credibility quickly. The team won't wait six months for you to find your feet — they need a leader who arrives with presence and conviction from week one.
• You're drawn to the challenge, not despite the difficulty but because of it. This role will be genuinely significant.
• The CEO is deeply engaged with this hire. Finance sits inside the Senior Management Team. The business is actively investing in tools and systems — SAGE X3, AP automation via Zudello, BI via PHOCAS — and supported by a fractional CFO.