Solfit
Group Finance Director
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Job Title: Group Finance Director
Department: Group Finance
Reports to: Group Managing Director
Location: Primarily remote/home-based and ideally centrally located, Board and SLT meetings, and partner/customer locations
Salary: Circa £80,000 per annum
Role Purpose
The Group Finance Director is responsible for leading and developing the finance function across Solfit Holdings, Solfit Solutions, Solfit Services, and Solfit Systems. The role ensures that the Group's strategy and multiple income streams are supported by robust financial planning, disciplined cash management, accurate reporting, effective commercial control, and a scalable finance operating model.
Reporting to the Group Managing Director and working closely with the CEO, Board, and Senior Leadership Team, the role converts strategy into a funded and measurable operating plan, provides independent financial challenge, and ensures that decision-makers have a clear forward view of performance, risk, funding requirements, and value creation.
Functional Split and Key Accountabilities
The role is primarily Red and Black, with a supporting Blue remit. Finance owns financial control, integrity, and strategic financial leadership. It enables and challenges revenue delivery but does not own sales, customer relationships, or the commercial pipeline.
BLACK - Strategic Finance and Board Leadership
- Develop and maintain the Group financial strategy, integrated business plan, and financial structure required to support sustainable growth.
- Translate strategy into annual budgets, medium-term plans, investment cases, funding requirements, and measurable financial outcomes.
- Provide concise monthly Board reporting on actual performance, forward outlook, cash, risks, opportunities, actions, and decisions required.
- Act as a trusted adviser to the Group Managing Director, CEO, and Board, providing independent financial challenge and practical commercial judgment.
- Lead scenario planning and the financial evaluation of acquisitions, partnerships, and major investments, aligned with funding capacity, risk appetite, and required return.
- Shape the long-term funding strategy and support relationships with shareholders, investors, lenders, and other strategic funding partners.
- Keep the Group investor-ready by maintaining reliable financial information, forecasts, data-room evidence, and due-diligence materials.
RED - Financial Governance, Control, and Delivery
- Own the annual budget, rolling forecast, consolidated accounts, and monthly performance rhythm across the Group, each operating entity, and its principal income streams.
- Maintain clear visibility of revenue, gross margin, EBITDA, project profitability, productivity, and cash conversion, with early warning and corrective action where performance moves outside the plan.
- Maintain a credible rolling 13-week cash-flow forecast alongside an integrated medium- and longer-term view of liquidity, headroom, funding requirements, and financial scenarios.
- Lead working-capital performance across receivables, customer credit, payables, supplier terms, stock, work in progress, rebates, retentions, and intercompany balances.
- Own banking, treasury, payment controls, covenant monitoring, and the execution of agreed funding processes.
- Ensure accurate and timely management accounts, statutory accounts, consolidation, tax, VAT, payroll, company filings, and audit requirements.
- Maintain a Group-wide control framework covering delegated authority, procurement, payments, revenue recognition, balance-sheet reconciliation, accounting policies, intercompany arrangements, and fraud prevention.
- Design and develop the finance operating model as the Group evolves, identifying when additional capability, roles, systems, and controls are required.
- Lead and develop internal finance resources and coordinate external accountants, auditors, tax advisers, bookkeepers, and other professional advisers, with clear accountability and service standards.
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BLUE - Commercial Finance and Revenue Enablement
- Partner with the Group Commercial Director, Group Production Director, Chief Sales Officer, and business leads to improve pricing, bid quality, contract margin, and delivery economics.
- Set financial approval gates for quotations, customer terms, rebates, warranties, supplier commitments, and capital expenditure, identifying exposure and required protections.
- Provide robust business cases and sensitivity analysis for new products, services, partnerships, major contracts, and strategic investments.
- Use customer, product, project, and entity-level profitability reporting to challenge assumptions, support prioritization, and protect customer delivery.
- Support commercial negotiations with clear financial analysis while sales ownership, customer relationships, and pipeline accountability remain with the relevant commercial leader.
Governance and Delegated Authority
The role operates within the Group governance framework and the Group Managing Director's delegated authority for the day-to-day operation of the business. The Group Finance Director is a member of the Senior Leadership Team, attends Board meetings as required, owns the professional integrity of the finance function, and must maintain clear accountability and escalation across all entities.
The Group Managing Director retains day-to-day delegated authority; the Group Finance Director owns the finance function, financial control, management information, planning, and cash stewardship.
The CEO and Board retain oversight of strategy, funding, shareholder matters, and Board-reserved decisions.
The Group Finance Director must have unrestricted access to the CEO, Chair, and Board where financial integrity, solvency, audit, fraud, material control failure, or a Board-reserved matter is concerned.
The role has authority to pause or escalate transactions that are outside delegated authority, inadequately supported, or likely to expose the Group to unacceptable risk.
The postholder must maintain complete, traceable, and auditable financial records, approvals, and control evidence, and support Board assurance, external audit, and continuous improvement. Any appointment as a statutory director is a separate Board and shareholder decision and remains subject to formal corporate approval and completion of the required corporate formalities.
Qualifications and Experience
Essential
- A recognised professional accounting qualification, normally ACA, ACCA, or CIMA, or demonstrably equivalent senior financial leadership experience.
- Substantial experience as a Finance Director, senior Financial Controller, or equivalent leader in a multi-entity, growth-focused business with multiple income streams or revenue-generating divisions.
- Proven ownership of Board reporting, budgeting, forecasting, cash-flow management, working capital, statutory reporting, tax, and audit.
- Strong commercial finance experience, including pricing, contract and project profitability, investment appraisal, and operational decision support.
- Experience working with shareholders, investors, lenders, and professional advisers, including funding, investor-readiness, due-diligence, or transaction processes.
- Demonstrable success in strengthening controls, improving systems, and building capable finance teams, including the effective leadership of internal and external finance resources, without creating unnecessary bureaucracy.
- The ability to turn complex information into clear decisions and provide high-integrity, independent challenge to senior leaders and the Board.
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Desirable
- Experience within construction, housebuilding, renewables, manufacturing, distribution, or another specification-led and project-based environment.
- Experience in a high-growth SME or private-equity/investor-backed business, including business-model scaling and capital planning.
- Experience of acquisitions, disposals, fundraising, due diligence, or post-investment integration.
- Familiarity with warranty, insurance, quality-management, ESG reporting, or regulated compliance environments.
- Experience implementing or improving ERP, reporting, forecasting, and data-automation systems.
Core Behaviours
- High integrity, independent judgment, and the confidence to raise difficult issues early and clearly.
- Commercial curiosity and a solutions-focused approach to financial and operational challenges.
- A hands-on leadership style, with the ability to move between Board-level strategy and detailed problem-solving.
- Clear, concise communication that turns complex information into decisions, actions, and ownership.
- Collaborative and low ego, while maintaining firm professional standards and appropriate challenge.
- The ability to prioritize, operate at pace, and build structure in an evolving organization.
Measures of Success
- Timely, accurate management accounts, and Board packs, normally issued within 10 working days of month end.
- A reliable weekly 13-week cash forecast, supported by a credible medium- and longer-term liquidity and funding outlook, adequate headroom, and no avoidable liquidity or covenant breach.
- Improved forecast accuracy across revenue, gross margin, EBITDA, working capital, and closing cash.
- Delivery of budgeted margin, overhead recovery, and cash conversion, with variances acted upon promptly.
- Full compliance with statutory, tax, banking, and audit deadlines, supported by robust controls, reliable data, and no material control failure.
- A scalable, service-led finance function, with the right internal and external capability introduced at the right time, improving the quality, speed, and commercial discipline of Group decision-making.
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