Rochdale Spears ★ 2.6

1. Finance Business Partnering

• Act as a hands-on partner to the VP of Operations, Production Directors, and Commercial leads.
• Bridge the gap between corporate goals and departmental execution.
• Help drive one set of consolidated numbers together with FPA Team and lead finance meetings with production. Standardize Business Partner commentary and templates so insights are comparable across plants/businesses.
• Lead financial evaluation of key strategic initiatives including pricing / margin and various efficiency projects in operations which drive improvement in labour and material efficiency.
• Own the business narrative and recommendations for each unit (Casegoods, Upholstery, Metal, Prototype, Bespoke).
• Build and develop a high‑performing BP team (coaching, prioritization, workload balancing, capability growth).
• Influence & Coaching: Train non-finance managers (Plant Managers, Warehouse Leads) on how to interpret financial KPIs to make better day-to-day decisions.
• Deep-Dive Analysis: Provides actionable insights on plant metrics like labor efficiency, yield, and throughput.
• Financial Evaluation: Leads the review of pricing, margins, and cost-saving initiatives (labor/material).
• Corrective Action: Identifies performance gaps and recommends specific P&L-improving fixes.
• Drive Performance Management through Monthly & Weekly Reporting of Key Performance Metrics as well as Visibility, which drives Accountability and ownership on improvement initiatives.

2. Commercial Intelligence

• Profitability Analysis: Build systems to analyze customer groups and product lines.
• Support to drive margin analysis per customer (group) and product Line – including semi variable costs & R&D costs: (e.g. Engineering Costs, Prototype costs, claims etc).
• Decision Support: Provide data-driven insights to steer commercial strategy and pricing.

3. Operational Excellence & Efficiency

• Consolidate & interpret key variances with Plant Controllers and FP&A:
• Factory Insights: Analyze production variances (yield, labor, price) alongside the Std Costing and Engineering teams – and drive improvement actions.
• Material: PPV, usage, scrap/offcuts; allocation of chemicals/consumables/overheads to output.
• Labor: Direct Labor productivity, K‑factor trends.
• Turn variance analysis into focused actions (root cause, owner, due date, expected value); monitor closure
• Work with Costing & Production team to ensure processes are followed and improved where needed
• Lean Support: Collaborate with operational teams to quantify the financial impact of Lean/Kaizen projects and validate actual vs. planned savings.
• Asset Management: Drive Slow moving inventory reduction and optimize working capital/cash flow.
• Critical Challenger: Proactively challenges business assumptions using data to steer executive decisions.
• Capex ROI: Lead capital allocation reviews and perform "post-mortem" analysis on project business cases.
• Support Procurement with cost impact analysis, PPV drivers, and vendor/commercial terms assessment.

• Advanced English skills
• 7-10 years of progressive finance experience (including controlling, FPA and business partnering) in > USD 100mill manufacturing environment
• > 3 years of leadership/management experience
• Proven track record in international manufacturing company (Furniture or FMCG experience is a major plus).