The Vigo ★ 2.2

Business Strategy & Strategic Financial Planning

● Long-Term Strategy Alignment: Partner with the CEO and BU Heads to formulate long-term financial plans (3–5 years) aligned with VIGO’s business expansion strategy.

● Strategic Resource Allocation: Manage capital and optimize resource allocation across BUs, product lines, and distribution channels (GT, MT, E-commerce, Offline, Pharmacy, etc.).

● Business Model Evaluation: Conduct financial feasibility evaluations for new business models, new sales channels, new brand additions, brand portfolio expansions, supply chain sourcing optimizations, or strategic partnerships.

Portfolio & Commercial Finance Management

● Portfolio Financial Ownership: Lead financial evaluations across the entire portfolio architecture. Analyzes SKU, medical indication, and price tier.

● SKU Productivity & Profitability: Partner with BUs on SKU rationalization—optimizing or phasing out underperforming SKUs while proposing pricing architectures and promotional bundle strategies to achieve target profit margins.

● Product Lifecycle Financial Modeling: Build end-to-end financial models for the product lifecycle, evaluating NPV, IRR, and PBT for new product launches/relaunches

Advanced Financial Modeling & Commercial Performance

● Financial Modeling: Hands-on development and ownership of advanced Dynamic Financial Models for revenue forecasting, multi-scenario analysis (Best/Base/Worst case), and annual/quarterly/monthly budgeting.

● Commercial Mechanics Optimization: Audit and evaluate promotional schemes, trade terms, and marketing spend (CAC) across E-commerce and Offline channels to avoid wasteful price wars and defend profitability.

● Unit Economics: Closely monitor channel-level unit economics (with a focus on E-commerce), optimizing LTV/CAC ratios and working capital efficiency.

● Act as a strategic finance partner to business units, delivering data-driven insights to support commercial decisions and long-term growth)

● Evaluate investment proposals, business cases to ensure alignment with corporate financial strategy and value creation)

● Conduct ROI analysis, scenario modeling, and capital allocation assessments to support prioritization of strategic initiatives).

● (Collaborate with cross-functional teams (e.g., commercial, operations, strategy) to drive performance and optimize business outcomes)

Strategic Value Creation, Insights & IBP Governance

● Proactive IBP & Commercial Catalytic Governance: Lead and facilitate monthly, quarterly, and annual Integrated Business Planning (IBP) cycles—not merely to monitor tracking, but to actively create and align growth strategies across Demand, Supply, Finance, and Commercial functions.

● Predictive BI & Strategic Decision Engines: Architect real-time Financial BI and predictive dashboards that go beyond tracking P&L/Cash Flow/EBITDA, turning raw data into actionable value-creation playbooks for the CEO and BU Heads.

● Strategic Growth Reviews: Lead financial sessions in MBRs/QBRs to evaluate performance, identify untapped revenue streams, and unlock cost-optimization levers to keep long-term strategic milestones on track.

● Opportunity Engineering & Risk Mitigation: Shift from reactive risk management to opportunity engineering—transforming market shifts

Corporate Governance, Innovation & Operational Excellence

● Value-Enabling Internal Controls: Design agile internal control systems and capital allocation frameworks that enable rapid business expansion, innovate budget flows, and accelerate growth while ensuring financial integrity.

● Forward-Thinking Team Leadership: Transform the Finance & Accounting team from a traditional compliance function into a proactive, value-creating strategic advisory partner for the entire organization

Job Specifications

- Bachelor’s or Master’s degree in Finance (CFA, ACCA, CIMA, or MBA is a strong plus).

- 10+ years of progressive experience in Finance, with at least 5 years in a leadership capacity as Head of Finance, within FMCG, Cosmetics (Skincare/Dermocosmetics), Pharmaceuticals, or Retail.

Core Competencies & Capabilities

● Mastery of Financial Modeling: Advanced proficiency in building dynamic financial models, scenario analysis, and dynamic budgeting.

● Commercial & Portfolio Acumen: Deep understanding of commercial operations (Trade Marketing, Pricing Structures, COGS, SKU Rationalization, and E-commerce Unit Economics).

● Strategic Mindset: Proven ability to look at the 3–5 year horizon and translate financial metrics into actionable strategic decisions.

● Cross-Functional Leadership: Strong communication, negotiation, and strategic debate skills when collaborating with BU Heads (Marketing, Sales, Product, Supply Chain).

● Change Management

CAREER PATHWAY & GROWTH OPPORTUNITY

Phase 1 (Months 1–12) – Foundation & Digital Excellence:

● Unified Department Leadership & Synergy: Directly lead and align both the Finance & Accounting functions to ensure seamless operational collaboration, connecting accounting accuracy with commercial strategy and decision-making.

● Digital Accounting & Team Building: Build and modernize a tech-forward Accounting team by championing automation, Oracle ERP integration, and DMS (SFA-DMS) digital workflows—eliminating manual processing, speeding up month-end closes, and maintaining rock-solid financial compliance.

● Finance Business Partnering & Annual Planning: Act as the primary strategic co-pilot to the CEO and BU Heads, leading the Annual Business Planning (ABP) and embedding financial insights directly into commercial strategies.

● Foundation & Systems Ownership: Master the dual-engine setup—stabilize accounting operations, standardize governance frameworks, and spearhead the implementation of Oracle ERP and Integrated Business Planning (IBP)

Phase 2 (Months 13–24) – Strategic Value Creation & Expansion:

● Drive financial modeling for brand expansions, optimize cross-channel portfolio economics (Hospital, OTC, E-commerce), and fortify supply chain financial resilience (Asia sourcing).

Phase 3 (Year 3+) – Promotion to Chief Financial Officer (CFO):

● Upon successfully embedding digital financial transformation, scaling enterprise EBITDA, and building a high-performing finance team, you will officially transition into the CFO role, holding full strategic ownership of VIGO’s corporate finance, capital structure.