MD, Agentic Fund Finance & Legal

Equi exists to give investors superior tools to own their financial future. We bring institutional-quality alternative strategies — the small-to-midsize, hard-to-replicate kind that are genuinely difficult to access — to the wealth channel and institutional investors. Our ambition is to be a leading alternatives investment partner, and to elevate every portfolio we touch.

The opportunity in front of us is large. Alternatives allocation in the wealth channel is still a fraction of what it will be, and the firms serving it are mostly offering the same handful of strategies through the same structures. We build multi-strategy funds and custom mandates for some of the best independent multi-family offices and advisory firms in the country, and we pair deep manager selection with portfolio construction most of our competitors cannot run.

Momentum is the reason this seat exists now. We just launched the largest client in our history and have several more signed or close to it, with a multiple of today's assets as the near‑term target. We are roughly ten people, which means this hire shapes the function rather than inherits it.

One thing to understand about the work: our funds invest through several layers of vehicles, onshore and offshore. That structure is what lets us deliver these strategies to this channel, and it makes the accounting and reporting genuinely complex. The finance function here is more demanding than the size of the firm suggests.

We are hiring an MD, Agentic Fund Finance & Legal to own the finance function for the fund complex and the management company.

You own the numbers the firm publishes: the NAV cycle and the reconciliation behind it, fund expenses and the annual budget, treasury and cash, audit and tax, and the corporate financials that go to the CEO and the board. You own the financial and legal architecture of every new vehicle we launch.

Fund finance and fund operations are peer functions here. Our Head of Fund Operations owns the operational execution of the close, investor transactions and capital activity. You own the financial standards, the controls and the reporting those processes run against. The two of you are jointly accountable for the complex, and the partnership is the job.

Three things make this different from a controller seat at a larger shop.

We outsource our books and records on purpose. Your job is not to re‑do that work. It is to understand every number well enough to catch an error before it reaches an investor, to decide the firm’s position when two sources disagree, and to hold the whole network to a standard. That takes the depth of someone who could run the close themselves.

The seat carries real legal ownership. You take point with outside counsel on fund launches, structuring and documentation, and you read the governing documents closely enough to know what they commit us to. We are not asking you to be our lawyer. We are asking for a finance leader fluent enough to own that relationship rather than route around it.

The seat is agentic by design. When something recurring is manual, we expect you to build the thing that removes it rather than absorb the work or add a headcount to it. You do not have to build every piece yourself. You do have to be capable of it, and you have to want to.

This is a senior finance leadership seat reporting to the CEO.

Because we mean it, and because it is the fastest way to tell you whether this seat is for you.

Most fund finance roles are a person doing the work. This one is a person deciding what the work should be, and then building the things that do it. We expect the holder of this seat to ship agents and automations that carry the close, the…