Financial Analyst

Reporting to Process Flow Technologies North America (PFT NA) FP&A Finance Director, the PFT FP&A Financial Analyst will work with a team of financial and operational professionals in the maintenance of existing policies and procedures as well as the deployment of the teams’ resources to address a diverse range of issues and opportunities as they arise.  This role is highly collaborative in nature, requiring excellent communication skills in both the sharing of financial concepts and the grasping of cross-functional imperatives including financial planning and manufacturing accounting.

Specific Responsibilities:

• FP&A: A critical finance responsibility is understanding the relationship between the P&L and balance sheet. This role will be responsible for providing material support by identifying financial trends, spotting data inaccuracies, and driving process alignment where possible while reviewing key components of PFT NA financial statements.
• Expectations:
• SG&A – Alignment of HC, cost centers, location, entity to identify costing accuracy. This would include trend analysis and support for “unusual items” list
• COGS – Alignment of HC, cost centers, location, entity to identify costing accuracy. This would include trend and statistical analysis for price, volume, and mix relationships and familiarity with POC implications.
• Headcount - Alignment of HC, cost centers, location, entity financially while also maintaining a linkage to HR’s Success Factors which ensure accurate costing and spot errors either proactively or quickly after changes have been implemented.
• NWC – Managing a forecasting model which leverages operational insights from the weekly controller call while also supporting with statistical analysis (i.e. correlation between accounts or standard deviations based on KPIs)
• Backlog – Champion efforts to simplify reporting and improve accuracy.
• Planning Sessions – Provide critical support to Controllers and PFT Finance Consolidations Manager in the preparation of planning sessions which would include loading into HFM, leveraging expertise in SG&A & COGS to sanity check data, and challenge
• Month-End Close – Support the team in expediting the close process through job margin analysis, profit center accounting maintenance, account reconciliations, settlements, and other ancillary support required to meet the business targets.
• Financial Close Package: Own the PFT Financial Close Package which is distributed to all PFT Functional Leaders. This document provides critical financial insights into PFT trends and metric analysis required to make informed decisions or anticipate future actions. This task will develop high-level analytics and the ability to identify important KPI’s.
• Expectations: Insightful month-end analytical reporting which delivers context as well as implications of the financial results, trends, risks and opportunities. Recommendations to expand KPI’s which add clarity based on the evolving business environment. In addition to preparation, the file should be reviewed for accuracy while being able to summarize key trends or valuable insights into the data.
• CAPEX Controls: Manage the PFT CAPEX process to ensure accuracy in reporting and that spending is properly tracked. This process is vital to forecasting business operating cash flow and critical to responsibly managing IR cash.
• Expectations: This responsibility involves collaboration with the extended PFT finance team and Operational Site leadership to validate actual spending but also identify future exposure. Information will then be analyzed and distributed to ensure a transparent process on appropriate use of IR cash. Key analytics include spending by location, accuracy to projected budgets, timeliness of project progression, and adherence to policy.
• Manufacturing Cost Support – This role will support the weekly controllership call. Including tracking metrics on forecasting accuracy, Capitalized Variance support, Fixed Overhead Support, account reconciliations, and other common financial KPI’s.
• Expectations:
• Weekly Controllers Meeting
• Controllership: Creating well-determined sustainable processes which have detailed standard operating procedure.
• Expectations:
• Development of a “hand-over binder” which include standard work, lessons learned, and areas for improvement. Migrating into Blackline where possible.