Lead group FP&A for a capital-intensive private infrastructure business that's scaling quickly based in Sydney
The business
Large-scale infrastructure development. Multiple assets under construction, global institutional backing, and a lot of capital going out the door.
The economics are what make it interesting. Big upfront spend, long-dated contracted revenue, and a lag before asset earnings. There's no long history to extrapolate from and no settled view of unit economics yet. Someone has to build that view and then defend it to investors, lenders and the board.
The role
You'll own the budget and forecast cycle, help build the model that links the construction program to the financial outcome, and produce the reporting the executive actually runs the business off.
The first year is mostly building:
There are two routes in, and we're open on both.
You might come from a scale-up , where you built the reporting function yourself and worked without much precedent. The thing to be honest with yourself about is the balance sheet. This business carries a very large asset base and revenue turns up after the spend.
Or from infrastructure, energy, resources or transport , where you've modelled projects from investment decision through construction to revenue. Then the question is pace. There's no process to inherit here and no team of analysts (yet), and decisions happen faster than they do inside a large corporate.
Either works. What matters more is whether you've built something before. If your best work has been running a well-oiled cycle someone else designed, this will frustrate you.
What you'll bring
Large-scale infrastructure development. Multiple assets under construction, global institutional backing, and a lot of capital going out the door.
The economics are what make it interesting. Big upfront spend, long-dated contracted revenue, and a lag before asset earnings. There's no long history to extrapolate from and no settled view of unit economics yet. Someone has to build that view and then defend it to investors, lenders and the board.
The role
You'll own the budget and forecast cycle, help build the model that links the construction program to the financial outcome, and produce the reporting the executive actually runs the business off.
The first year is mostly building:
- The group planning model from scratch. Capex phasing, funding drawdown, the ramp from an asset going live to full contribution
- A budget and reforecast cycle that gets better each time it runs
- The metrics that define performance here, and executive agreement on them
- A planning tool. Right now it's spreadsheets, and that won't hold
- Board and investor reporting that stands up to institutional scrutiny
There are two routes in, and we're open on both.
You might come from a scale-up , where you built the reporting function yourself and worked without much precedent. The thing to be honest with yourself about is the balance sheet. This business carries a very large asset base and revenue turns up after the spend.
Or from infrastructure, energy, resources or transport , where you've modelled projects from investment decision through construction to revenue. Then the question is pace. There's no process to inherit here and no team of analysts (yet), and decisions happen faster than they do inside a large corporate.
Either works. What matters more is whether you've built something before. If your best work has been running a well-oiled cycle someone else designed, this will frustrate you.
What you'll bring
- CA, CPA or CFA, or the equivalent in experience
- Evidence you've built FP&A capability rather than maintained it. What you inherited, what you built, what changed
- Driver-based modelling across capex, funding and long-dated revenue, not just P&L
- You've implemented or rebuilt a planning tool
- The confidence to bring a view to an executive team, not just a number
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