Senior Analyst, Enterprise

Automated Financial Systems (AFS) Reports to Chief Business Intelligence Officer

AFS is growing and transforming rapidly. The commercial engine is scaling, the platform is modernizing, and the company is expanding into new markets at a pace that demands decision‑making keep up. That means having a rigorous, enterprise‑wide view of how all areas of the business are actually performing— and the analytical capability to turn that data into action.

The Senior Analyst, Enterprise Performance reports directly to the Chief Business Intelligence Officer and operates as a senior individual contributor.

The Senior Analyst, Enterprise Performance is accountable for AFS's enterprise performance measurement capability. This includes:

§ Designing and maintaining the company‑wide KPI framework — defining what matters, how it is measured, and how it connects to business outcomes across all areas of the company

• Delivering executive and board‑level performance reporting that surfaces insight, not just data
• Providing forward‑looking analysis that identifies performance risks, gaps, and opportunities before they surface as problems
• Advising ELT members on performance trends in their functions and helping frame action plans in response
• Supporting revenue analytics: pipeline, funnel conversion, commission calculation, and quota tracking in partnership with Finance and the CRO
• Tracking organizational health across all areas of the business — eNPS, functional scorecards, engineering delivery velocity, and operational performance — and identifying where teams need support or investment

Finance‑owned metrics — P&L, cash flow, and accounting — remain with the CFO. This role partners with Finance but does not own financial reporting.

• Design and maintain functional scorecards for each ELT member's domain — the metrics that define what strong performance looks like in their function and how it is tracked over time
• Own NPS program design and analysis in partnership with People leadership, ensuring employee sentiment data informs leadership decisions
• Track engineering delivery velocity, product release cadence, and technology operational metrics as inputs to the enterprise performance picture
• Identify where functions are performing well, where they need investment or intervention, and present that analysis clearly and directly to the CBIO and relevant ELT members

• Determine what should be measured across all areas of the business of AFS — commercial, delivery, product, engineering, operations, and people — based on what drives business outcomes, not what is easiest to track
• Define, document, and maintain metric standards: clear definitions, consistent methodology, and agreed governance so that every number the ELT sees means the same thing to everyone in the room
• Build and evolve the performance measurement framework as AFS scales, adding or retiring metrics as the business changes
• Establish the operating cadence for performance reviews — monthly business reviews, board reporting cycles, and functional check‑ins — and ensure the data that feeds them is accurate and current

• Produce the executive performance reporting package used by the CEO, CBIO, and ELT in monthly business reviews and board meetings
• Design and maintain a single, integrated performance view across all areas of the business — a live operational picture tied directly to business outcomes and investment tradeoffs
• Ensure every report answers the question the ELT actually needs answered: not just what happened, but why it happened, what it signals, and what should be done about it
• Partner with the CFO on board‑level financial and operational reporting to ensure alignment between business performance and financial narrative

• Analyze performance trends across functions to identify the drivers behind results — why implementation timelines are slipping, why a renewal rate is declining, where engineering velocity is constrained
• Develop…