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 judgement.
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, dataroom 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 plan.
Maintain a credible rolling 13-week cash-flow forecast alongside an integrated mediumand 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.
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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.
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 prioritisation 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 Boardreserved 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.
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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.
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 judgement 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 prioritise, operate at pace and build structure in an evolving organisation.
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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