Siena Partnership
Interim Group FP&A Director
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Interim Group FP&A Director
£75m PE-Backed Manufacturing Business
Location: Midlands, UK
Day Rate: £700–£900 per day
Duration: 6 months initially
The Opportunity
We are working with a £75m turnover, private equity-backed manufacturing business headquartered in the Midlands to appoint an exceptional Interim Group FP&A Director.
The business operates across the UK and Europe and is at an important stage of its investment journey. With an ambitious value creation plan underway, the CFO is looking to strengthen the quality of FP&A, increase visibility over operational performance and bring greater commercial rigour to decision-making across the group.
The brief is not simply to run the existing FP&A process. The successful interim will be expected to upgrade it — creating better insight, sharper forecasting and a much clearer understanding of the operational drivers of EBITDA, cash and value creation.
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The Mandate
Reporting directly to the CFO, you will take ownership of FP&A across the group and quickly establish yourself as a key partner to the senior leadership team.
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Your priorities will include:
- Upgrade FP&A – rapidly assess the existing capability and improve the quality, pace and commercial relevance of planning, forecasting and performance reporting.
- Create performance visibility – establish a clear view of revenue, gross margin, EBITDA and cash, together with the operational drivers sitting underneath them.
- Strengthen forecasting – improve forecast accuracy and introduce greater discipline around rolling forecasts, budgeting and scenario planning.
- Drive manufacturing insight – improve visibility across plant performance, productivity, labour, material costs, procurement, inventory, capacity utilisation and operational efficiency.
- Understand margin – develop sharper analysis of customer, product and geographic profitability, identifying opportunities around pricing, mix and cost.
- Partner the business – work closely with operational and commercial leaders, challenging assumptions and turning financial analysis into practical actions.
- Support the PE value creation plan – translate key initiatives into measurable financial and operational KPIs and establish rigorous tracking against delivery.
- Improve Board and investor reporting – support the CFO with concise, high-quality reporting that clearly explains performance, risks, opportunities and outlook.
- Drive cash performance – strengthen forecasting and visibility around cash conversion, inventory and working capital.
- Build capability – leave behind materially stronger FP&A processes, reporting, tools and ways of working.
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