FP&A Director

Appodeal is a dynamic US-based product company with a truly global presence.

We have offices in Warsaw, Barcelona and Parkland (FL), along with remote team members located around the world.

Our company thrives on diversity, collaboration, and innovation, making us a leader in the mobile app monetization space.

At Appodeal, we’re more than just a company—we’re a team united by a common mission:
Help people discover and grow their talents through products that enable successful mobile app businesses!

We take pride in our cutting-edge product and our internationally dispersed team of talented professionals.

Here’s what we value, and what we hope you do too:

• Continuous Learning and Growth: We are passionate about learning, growing personally, and building rewarding careers.
• Making an Impact: We are committed to building a history-defining company that leaves a lasting impact on the mobile app industry.
• Solving Exciting Challenges: We tackle complex problems every day, supported by a team of world-class professionals and mentors.
• Enjoying the Journey: We believe in having fun while working toward our goals.

Our economics are richer than a typical software P&L. Gross billings flow through us to publishers, so what we book and what we keep are two different numbers. We deploy our own capital into user acquisition and earn it back over cohorts. Revenue moves with eCPMs, impression volume, network mix, portfolio concentration and platform policy — sometimes in the same month.

Leadership and the board need one version of that story: built once, refreshed on a calendar, and trusted by everyone reading it. That is what this role owns. You will be the analytical spine of the company — the person who owns the model, runs the planning cycle, and turns 200+ metrics into the handful of numbers that actually drive decisions.

• The consolidated operating model. Driver-based revenue, gross profit, opex, headcount and cash for the group — annual budget, quarterly re-forecast, monthly rolling view. One model, one source of truth, documented well enough that someone else can audit it.
• Board and investor reporting. Build the board package end to end: KPI pack, P&L and cash bridges, plan-versus-actual, and a written narrative that explains movements rather than restating them. You own the calendar, the pre-reads and the follow-ups.
• The monthly cycle. Partner with Accounting through close, produce variance analysis against budget and forecast, and get a flash view to leadership in the first days of the month — with the reasons attached, not just the deltas.
• Revenue economics. Model gross ad revenue and net revenue after publisher payouts, take rate by product and cohort, eCPM and impression drivers, and network and publisher concentration — keeping the gross-versus-net presentation consistent with how revenue is recognized.
• UA capital and Accelerator economics. Treat the UA fund as a capital allocation problem: cohort ROAS and payback curves, capital deployed versus recouped, per-title P&Ls, revenue-share deal models to support go/no-go calls, and a clear read on the working capital tied up between paying for installs and collecting from networks.
• Opex and headcount partnering. Be the finance partner to Product, Engineering, Growth and G&A: hiring plans, vendor and cloud spend, return on what we choose to fund, and the discipline to say plainly what something costs.
• Scenario and sensitivity work. Take-rate and pricing changes, network mix shifts, privacy and platform policy changes, FX across our entities, downside cases with the levers named and quantified.
• The reporting stack. Move routine reporting out of spreadsheets and into BI and planning tooling, working with the Data team so…