FP&A Strategy Consultant

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)

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

Applications submitted elsewhere will not be considered.

Were 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 were 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)

• 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
• 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)
• 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?
• 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
• Systems & leverage (AI/automation/shared services)

• Join key calls and convert conversations into:
• Keep materials aligned to constraints: payroll targets, timeline, and board expectations.

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

• 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

Trolley is a fast-growing creative operations company delivering high-impact digital and marketing solutions. We collaborate with high-profile clients to strategize, produce, and optimize compelling content that drives engagement, brand visibility, and business growth. Our creative team functions as a fully integrated powerhouse—combining strategy, design, production, and performance analysis to deliver…