Financial Planning and Analysis S

Role Purpose

This role exists to give Caresmith's founder and leadership clear, reliable, and timely financial and operational visibility across the entire business - so that decisions are data-driven, problems surface early, and no function operates as a black box. The person in this role will own financial planning and analysis, channel-level profitability tracking, and the design and implementation of cross-functional reporting systems across the organization. Caresmith currently has very little structured reporting.

This person will build it from the ground up - working directly with every function to define what gets tracked, in what format, and on what cadence. This is not a back-office finance role. It is a business intelligence and reporting architecture role that sits in finance but operates across the entire company.

It requires someone who is as comfortable walking into a customer care standup as they are building a P&L model. Key Accountabilities

• Financial Planning and Forecasting Own the annual budgeting process and rolling forecasts for revenue, costs, marketing spend, and working capital - broken down by channel (D2C website, Amazon via KKOC, Flipkart via Alpha). Build and maintain monthly variance analysis that explains the "why" behind deviations, not just the numbers. Success means the founder has a continuously updated view of where the business is headed financially, with no surprises. - Channel-Level Profitability and Reconciliation Build and maintain SKU-level and channel-level P&L views that account for all marketplace fees, commissions, logistics charges, ad spend, and reseller margins. Reconcile reseller settlements (KKOC, Alpha, and any future reseller partners) monthly to ensure what Caresmith bills matches what it receives. Work with the AR Reconciliation Specialist (under the Controller) for receivables data. Success means no financial leakage goes undetected, and true contribution margins by product and channel are visible at any time. -Cross-Functional Reporting Architecture This is the build-from-zero mandate. Work with every function - customer care, operations, supply chain, marketing, NPD - to design and implement structured reporting. This means: sitting with each team to understand their work, defining the metrics that matter, designing the reporting format and frequency, getting teams to actually produce reports on schedule, and supervising quality over time. The founder will back this effort with their authority, but you are the person doing the legwork. Success means the founder stops chasing teams for updates because a reporting system exists, runs reliably, and surfaces problems early. -Marketing Spend and ROAS Visibility Track and analyze return on ad spend across Amazon Ads, Flipkart Ads, Google, and Meta. Provide budget optimization inputs to the marketing team based on contribution margin analysis, not just platform-reported ROAS. Success means marketing spend decisions are grounded in accurate financial data and the business understands true customer acquisition cost by channel. - Working Capital and Inventory Financial Tracking Monitor inventory aging, working capital cycles, and cash flow implications of procurement and sales patterns - in partnership with the supply chain and operations teams. Success means the business has early warning on cash crunches, slow-moving inventory, and overstock situations before they become problems. -MIS and Leadership Reporting Own the monthly business performance pack - a single source of truth covering financial performance, channel health, marketing efficiency, operational KPIs, and customer metrics. This is the document the founder and Virtual CFO rely on to understand how the business is doing. Success means one reliable pack replaces five different people being asked five different questions.-Decision Support and Ad Hoc Analysis Provide financial models and scenario analysis for pricing decisions, new product launches, promotional strategies, and channel expansion. Success means the founder can pressure-test business decisions with real numbers before committing resources. -Process Documentation and Systematization Document every recurring financial and reporting process - reconciliation workflows, forecasting models, reporting templates, cross-functional reporting SOPs. Success means someone new could pick up any process within a week using the documentation, and the reporting infrastructure outlasts any single person.

Operating Expectations Cross-functional liaison, not back-office analyst. This role requires spending significant time with non-finance teams - understanding their work, defining their metrics, and holding them accountable to reporting cadences. You are not waiting for data to arrive; you are going to the teams, understanding their operations, and building the reporting muscle with them.

The founder will provide air cover, but you are the one in the room. Exceptional communication is the job, not a nice-to-have. You will translate financial and operational data into language that non-finance people understand, and translate operational realities into language the founder can act on.

If you can build a model but cannot explain what it means to a marketing lead or an ops manager in plain terms, you will struggle in this role. Ownership, not task completion. If the marketing team's report is late or inaccurate, that is your problem too - because you own the reporting system.

If a reconciliation gap exists, you do not just flag it; you chase it to closure. Ownership means you treat the entire reporting infrastructure as your product. Commercial sense.

You need to understand what the numbers mean for the business, not just what they are. A 2% drop in contribution margin on Amazon is not a spreadsheet finding - it is a pricing or fee structure problem that needs diagnosis. Think like a business owner looking at the P&L.

Process discipline. Every model, reconciliation, and report should be documented, version-controlled, and repeatable. Caresmith is building for scale; the reporting infrastructure you create should outlast your tenure.

Speed with accuracy. Monthly closes and reports should be timely. A perfect analysis delivered two weeks late is worth less than a 90% accurate one delivered on time with the gaps clearly flagged.

Required Skills and Experience 3-6 years of experience in FP&A, business analysis, or commercial finance - ideally in a D2C, ecommerce, or consumer brand environment Experience reconciling marketplace settlements (Amazon Seller/Vendor Central, Flipkart) or working with ecommerce reseller models Advanced Excel/Google Sheets capability (pivot tables, lookups, basic macros) - this is your primary working tool Demonstrated ability to build financial models and P&L views from scratch, not just maintain inherited templates Strong verbal and written communication - specifically, the ability to present financial and operational analysis to non-finance stakeholders and make it land Experience working directly with a founder or senior leadership in a lean organization Familiarity with at least one ERP or accounting system (Tally, Zoho Books, or similar) Good-to-Have Skills and Experience Prior experience designing cross-functional reporting systems or MIS for a scaling company Exposure to D2C metrics (CAC, LTV, AOV, conversion rate, retention rate) Familiarity with ad platform analytics (Amazon Ads, Meta Ads, Google Ads) - enough to read ROAS data intelligently, not to run campaigns Knowledge of GST reconciliation (2A/2B) and basic direct tax Experience with data visualization tools (Google Data Studio / Looker Studio, Power BI, or similar) CA Inter / CMA Inter / MBA Finance - useful but not required if the practical skills are strong