Group FP&A Manager

Group FP&A Manager

Cera Care

Address:
London NW1, UK

Schedule:

Full time

Job Type: Permanent

Industry: Banking and finance

• Big 4 trained and qualified (ACA or equivalent)
• Strong commercial judgement
• Excellent financial modelling skills

Description

Reports to:

Director of FP&A

Direct reports:
None (individual contributor)

Key stakeholders: CFO, Group Financial Controller, Management Accounts team, FP&A Business Partnering team, investors and lenders

Location:

Hybrid – London (Camden HQ, 2 days per week)

Employment type:

Full-time, permanent

About Cera Cera is one of the UK's leading providers of digital-first home healthcare, delivering high-quality care that enables people to live well and independently in their own homes. As we continue to scale – organically and through acquisition – we are investing in a best-in-class finance function that drives performance and underpins our long‑term ambition.

The Role We are appointing a Group FP&A Manager into the Group Finance team. This is a group-level role – not an operational business partnering one – focused on the financial machinery that ties the whole business together: group planning and consolidation, long‑range and cash flow modelling, covenant compliance, and the month‑end and board reporting that the CFO and the Board rely on.

The role spans two connected areas. First, commercial decision support – turning the numbers into clear insight and recommendations for the CFO, the Board and senior management, and helping the business understand the commercial and contractual constructs behind the figures. Second, the modelling and reporting that underpin it – the long‑range plan, group cash flow and covenant models, and the month‑end and Board reporting.

Modelling is the means here, not the end: the value is in the judgement and recommendations the analysis supports.

This is a senior, autonomous appointment with substantial exposure to the CFO, the Board and external investors. We are looking for someone who can own their output end‑to‑end, who brings sharp commercial judgement and a working grasp of the legal and contractual frameworks finance operates within, and who applies disciplined self‑review to their work.

Commercial insight & decision support Translate group performance and forecasts into clear commercial insight and actionable recommendations for the CFO, the Board and senior management – not just what the numbers are, but what they mean and what to do about them.

Interpret the commercial and contractual constructs behind the financials – facility agreements, contracts and deal terms – and explain their financial implications in plain terms to finance and non‑finance stakeholders.

Act as a credible thought partner to senior decision-makers, framing the right questions and bringing a clear point of view rather than simply presenting data.

Consolidate the operational (regional and branch) budgets with central support function and technology overheads into a single, coherent group view of P&L, balance sheet and cash flow.

Own the group budget and in‑year reforecast build, reconciling bottom‑up operational plans against top‑down group targets and clearly bridging the difference.

Maintain a clean line of sight from operational performance through to group and statutory reporting, ensuring consistency of assumptions across the planning stack.

Build and maintain the integrated 3‑year and 5‑year business plan model – a fully linked three‑statement model (P&L, balance sheet, cash flow) used for strategic planning, funding and investor engagement.

Build and maintain mid‑ and long‑term cash flow forecasts, including liquidity headroom, working capital dynamics and the cash impact of growth and acquisitions.

Design models to be modular and dynamic so they can absorb new acquisitions, integrate target financials, and be refreshed continuously as the group evolves – a core requirement given Cera's acquisitive growth strategy.

Maintain clear, documented assumptions and version control so models remain auditable and trusted by the CFO, Board and external parties.