Vice President, Corporate Financial Planning & Analysis

Short Description

Position Title:

Vice President, Corporate Financial Planning & Analysis
Department: Corporate Finance

Reports To:

CFO

The Vice President, Corporate Financial Planning & Analysis (“FP&A”) leads enterprise planning and analytics, and performance management, with clear accountability for building and embedding standard FP&A work and a scalable enterprise financial data backbone that improves consistency of visibility, insight and action across the organization. This role partners closely with the CFO, CEO, business finance, operations leaders and Corporate functional leaders to support disciplined capital allocation and ATS’ value creation agenda, ensuring a single source of truth in financial planning data across a diversified portfolio.

A core mandate of this role is to simplify and continuously improve planning, forecasting and analysis approaches without adding incremental layers of process or complexity. The successful candidate will bring a depth of operational finance experience and a hands-on analytical approach to this role, owning readily available, decision-ready insights, and will leverage the ATS Business Model (“ABM”) continuous improvement tools to drive analytical efficiency and effectiveness in a fast-changing technology/ AI environment, with clear ownership of FP&A processes and outcomes.

Prior experience in a global, publicly traded company operating in a decentralized environment and extensive experience and knowledge in creating and owning financial models incorporating financial risk, competitive analysis, market intelligence, and external benchmarking, along with knowledge of accounting systems, budgets, internal controls, general business planning, M&A and capital management are critical requirements for this role.

MAJOR DUTIES

Enterprise FP&A – Core Priorities

• Build on existing FP&A processes and foundations to establish and embed FP&A standard work, common definitions and improve enterprise planning and forecasting frameworks.

• Simplify tools, reports and processes and partner with business and finance leaders to improve financial data management approach to enable more consistent, decision-ready insights across the organization.

• As these foundations mature, focus will naturally shift to advanced analytics, predictive insights, AI-enabled finance capabilities and broader value-creation initiatives cross the portfolio.

Financial Planning & Analysis, Finance Transformation

• Lead the enterprise long-range financial plan, as well as the Annual Operating Plan (AOP) and rolling forecast, with clear ownership for translating enterprise priorities into P&L, cash, and balance sheet outcomes; partner with group finance leaders to drive clear performance commitments across all global operations; own timely decision making with accountability for high-quality trade-off analysis.

• Own the enterprise rolling forecast and quarterly outlook cadence, partnering with group finance leaders to support continuous improvement in forecast accuracy, bias reduction, and cycle-time compression through a common forecasting framework across business groups.

• Drive the CFO operating rhythm (MBRs/QBRs), delivering clear driver-based insights, forward looking risks and opportunities, and explicit “so-what/now-what” actions tied to accountable owners.

• Own Corporate FP&A data flows and data governance, alignment, and automation; own Corporate modeling, planning and FP&A reporting processes; accountability for simplifying and standardizing processes and tools, including through shared service finance offerings.

• Partner with business operations and finance leaders to advance maturity in data liquidity and digital analytics to provide internal data users with streamlined access to decision-ready information through a clear data liquidity framework supportive of accountability and autonomy of businesses within the portfolio.

• Partner with executive leadership team and CFO as the owner of financial analysis that shapes enterprise strategy, portfolio priorities, and resource allocation, providing fact‑based perspectives on growth, returns, and risk and capital productivity.

• Support Board…