FP&A Strategy Consultant

Job Details

Title: FP&A & Strategy Consultant – 90-Day Restructuring Engagement

Duration: 90 days

Time Commitment: 10–15 hours/week (heavier during discovery + board prep weeks)

Reports to: CEO (Project Lead)

Works closely with: Producer and Project Manager (Project/Client Lead)

PLEASE READ BEFORE APPLYING

We are only reviewing candidates who submit their application through this link:

Applications submitted elsewhere will not be considered.

We’re in a 90‑day restructuring and strategy engagement with a consumer brand operating across content, commerce, retail, and partnerships
. The business is ~
120 people
, currently overweight payroll vs revenue
, and under pressure to deliver a clear, board‑ready Option 1 plan (no recap / cap table changes in this phase).

This consultant is the analytical and structural backbone of the engagement—owning modeling, org design analysis, and board‑ready strategy materials. The work is fast, ambiguous, and high‑stakes; you will turn messy inputs into clean outputs the leadership team can use to make decisions.

• Own the structuring, modeling, and synthesis for this 90‑day engagement.
• Convert fast‑moving strategy discussions into decision‑ready models, org scenarios, and decks.
• Reduce cognitive load on the CEO and Producer so they can focus on alignment, politics, and executive decision‑making.
• Produce a clean, board‑ready Option 1 narrative and supporting analytics that show:
  • Where we are vs where we’re going (org + cost)
  • Trade‑offs (headcount, payroll %, growth path)
  • A credible path to improve payroll efficiency (e.g., ~30% ~20% of revenue) and support long‑term growth (e.g., ~$50M $200M+ over time)

1. Org Design & Operating Model Analysis

• Build current‑state org view: functions, reporting lines, spans of control, headcount by vertical and shared services.
• Map payroll costs by vertical (e.g., product lines / channels) and shared services (marketing, creative, ops, tech, finance, legal, supply chain).
• Identify duplication, bottlenecks, over/under‑staffing, and founder‑dependencies.
• Design 1–2 future‑state org scenarios (verticals + shared services) with:
  • Headcount and payroll implications
  • Pros/cons, complexity, and execution risks
  • Clear decision‑rights recommendations

2. Revenue & Scenario Modeling

• Build and maintain a simple, transparent model distinguishing:
  • Audience / top‑of‑funnel surfaces (content, email, social, podcast)
  • Revenue lines (commerce/product, retail, partnerships/events, podcast monetization, advisory/equity where relevant)
• Create 2–3 scenarios (e.g., maintain / rationalize & focus / growth‑led) showing:
  • Revenue trajectory by line
  • Payroll and cost structure by vertical/shared services
  • Payroll % of revenue trend toward target
• Produce decision outputs (1–2 pages, charts, and answerable questions), e.g.:
  • What headcount changes get payroll to target without breaking growth?
  • What volume of initiatives justifies in‑house teams vs agency?

3. Master Strategy Deck

• Own drafting and iteration of the board‑ready strategy deck (Option 1 only).
• Make the audience vs revenue distinction vivid and actionable for board‑level readers.
• Translate next‑gen org framing into a clear structure:
  • Distribution & community
  • Taste & authority
  • Systems & leverage (AI/automation/shared services)

4. Structuring the Work

• Join key calls and convert conversations into:
  • Decision logs + clear next steps
  • Workplans (owners, timelines, dependencies)
  • Clean document architecture (models, deck, appendices)
• Keep materials aligned to constraints: payroll targets, timeline, and board expectations.

With CEO (Project Lead)

• Co‑build narrative and decision framing; CEO holds final call on deck direction and external messaging.

With Producer + Project Manager

• Align on sequencing, deliverables, and meeting‑driven deadlines; package outputs for executive/board audiences.

• People management or acting as an interim executive
• Running hiring processes (you may inform role design analytically)
• Running financing processes or investor negotiations
• Internal company finance/ops cleanup unrelated to this project

Who We Are

Trolley is a fast‑growing…