VP of Finance

Overview

At Xelix, we work with some of the world’s largest companies to automate and strengthen their financial controls. Our AI solutions redefine how Accounts Payable teams operate – moving from manual processes to automated, intelligent workflows. Xelix is a fast-paced scale-up with a growing team. We prioritise personal and professional growth, keep things fun, and celebrate milestones together. In this role you’ll grow, be challenged and help shape the future of Xelix.

If you’re excited about building something special with us, we’d love to hear from you.

We’re hiring a VP of Finance to bring our finance function fully in-house and scale it for the next stage of growth. Today, we operate with a fractional CFO and a fractional Finance Manager
. This role will take ownership of the finance agenda from the fractional CFO, establish a strong operating rhythm, and hire an in-house Finance Manager to strengthen and run the day-to-day engine, with you staying close enough to ensure the fundamentals are excellent. You’ll join our Executive Leadership Team (ELT), working closely with our two co-founders and the wider VP leadership team.

You’ll be a strategic partner across the business – balancing commercial insight with strong governance – and ensuring we stay transaction-ready as we scale.

• Bring finance in-house and build a scalable function
• Lead the transition from fractional support to a high-performing in-house finance team — taking full accountability for delivery and quality during the handover period.
• Hire and manage a strong Finance Manager to run core accounting operations (month-end, AP/AR, payroll oversight, statutory requirements), while you remain closely involved in ensuring the cadence, controls, and outputs are best-in-class.
• Define and embed the finance operating model: responsibilities, controls, cadence, and how finance partners with the wider business.
• Lead FP&A, performance management, and decision support
• Own annual budgeting and rolling forecasting, including building the models and assumptions with functional leaders.
• Establish a monthly operating cadence: performance reviews, KPIs, management packs, and clear variance/driver analysis.
• Partner with GTM leaders on pricing, hiring plans, enterprise deal economics, and investment trade-offs — bringing rigour without slowing the business down.
• Own board and stakeholder reporting
• Lead board reporting with a clear narrative, accurate numbers, and strong insight — and ensure the underlying data and analysis are robust.
• Ensure consistent, high-quality reporting for key stakeholders (board, auditors, advisors, and other parties as required).
• Create confidence and transparency through predictable reporting, clear governance, and strong follow-through on actions.
• Drive strong financial control and close discipline
• Own close discipline, controls, and audit readiness — setting the bar and staying involved enough to ensure pace, accuracy, and continuous improvement.
• Ensure scalable policies and processes (e.g., revenue recognition, spend approvals, commissions) are implemented and followed in practice.
• Roll up sleeves when needed: troubleshoot issues, improve accuracy, and ensure deadlines are consistently met.
• Build the finance systems and data stack
• Define and deliver the finance systems roadmap (automation, reporting, spend controls, integrations) — from selection through implementation and adoption.
• Improve speed and accuracy while reducing manual effort and operational risk.
• Strengthen data integrity so teams operate from “one version of the truth”.
• Own UK + US finance oversight and advisor relationships
• Oversee UK finance requirements and manage key external relationships.
• Own the US entity finance oversight: manage relationships with US accountants/advisors, coordinate US filings and compliance, and ensure group-level consistency.
• Ensure cross-border processes (intercompany, consolidated reporting) are robust, well understood, and scalable.
• Maintain transaction readiness
• Build and maintain the level of financial maturity required for future strategic transactions: clean reporting, strong controls, and diligence-ready…