Financial Controller

Key purpose of the role:
End to end controllership of the finance and accounting function of the Biomass/Biofuel B2B Marketplace within the BFC group
To ensure accuracy and timeliness of financial reporting for accurate, timely and faster decision-making within the finance function and overall organization
Helping the senior leadership team in strategic decision making across all aspects of the business

What Key Tasks will be involved?
Revenue Recognition & Marketplace Accounting
Principal vs. Agent determination — does the marketplace record full transaction value (GMV) as revenue with cost of goods, or only the net commission/margin as revenue (Ind AS 115 / ASC 606)? This decision affects the P&L materially and needs to be applied consistently across every buyer-seller contract structure
Subscription revenue recognition  — deferred revenue schedules, recognizing SaaS/access fees over the subscription period, handling upgrades/downgrades/cancellations and refund policies ·
Transaction fee/commission revenue  — accurate recognition tied to matching/delivery completion, not just order placement, to avoid revenue recognized before performance obligations are met
Clear unbundling of revenue streams in the P&L  
-subscription revenue, transaction/commission revenue, and delivery/logistics revenue (if charged separately) — each with its own margin visibility

Platform Unit Economics & MIS ·
GMV (Gross Merchandise Value) tracking by supplier category, buyer category, and region
Take rate analysis — commission/subscription revenue as a % of GMV, tracked over time and by customer cohort
Contribution margin per transaction — after payment gateway fees, delivery cost, and platform support cost
Customer (both buyer and supplier side) unit economics — CAC vs. LTV for subscription customers, churn tracking
Cohort-based MIS: repeat transaction rate, supplier/buyer retention, subscription renewal rates

Receivables, Payables & Intermediary Cash Flow Management
Managing the payment flow structure — whether the marketplace collects from buyer and pays supplier (creating working capital exposure and float), or whether it merely facilitates direct payment and collects a fee separately
Buyer-side credit risk management — credit limits, aging analysis, provisioning for doubtful receivables from buyers, especially if the marketplace guarantees payment to suppliers ahead of buyer collection
Supplier payment cycle management — ensuring suppliers are paid per agreed SLA even if buyer payment is delayed, and building the working capital buffer for this
Reconciliation between order value, payment gateway settlement, and supplier payout — a common leakage/error point in marketplace models

Regulatory & Tax Compliance Specific to Marketplace/E-commerce Operations
Onboarding, Fraud Risk & Financial Controls
Financial due diligence inputs into supplier/buyer onboarding — bank account verification, GST registration checks, credit checks on buyers before extending payment terms
Controls to prevent fake supplier/buyer accounts being used to inflate GMV or divert payouts·
Monitoring for collusion risk (e.g., a  buyer  and  seller  account controlled by the same entity to generate fake transaction volume for subscription tier benefits or investor metrics)
Dispute and refund handling — clear financial workflows for order cancellations, quality disputes, and delivery failures, and how these net against revenue

Delivery & Fulfillment Cost Accounting
Tracking third-party logistics/transporter costs against each order and ensuring these are correctly allocated (cost of revenue vs. opex, depending on whether delivery is bundled into the platform fee or charged separately)
Delivery SLA-linked penalty/refund accounting ·
Working with operations to build a…