Chief Financial Officer

Collision Partners is building a differentiated collision-repair platform around a simple idea: local excellence can scale while preserving repair quality, safety, culture, and customer trust. Our mission is to deliver the industry’s safest, highest-quality repairs by following OEM procedures without compromise. We will be the industry’s most desired employer and the most trusted collision-repair partner to customers, OEMs, and dealerships.

We are an acquisition-led, rapidly scaling business backed by long-term institutional and entrepreneurial capital. As the platform adds locations, acquisitions, and organizational complexity, Finance is becoming an enterprise-critical operating system for the company.

Collision Partners is seeking its first Chief Financial Officer to build the financial operating system for the next stage of growth. The CFO will serve as the CEO’s principal financial thought partner and a core member of the executive leadership team, with significant influence over capital allocation, acquisition integration, operating accountability, systems, talent, and the company’s path to materially greater scale.

The mandate requires a leader who has lived through rapid acquisition-led scaling, personally built Finance infrastructure, and remains willing to work hands-on while developing the team, systems, and processes the business will need going forward.

• Lived the scaling movie. Experience as a senior Finance leader inside a rapidly scaling, acquisition-led, decentralized, or multi-site business, including repeated acquisitions, post-close integration, changing systems, evolving controls, and increasing organizational complexity.
• Built the Finance machine firsthand. A record of personally building or materially upgrading accounting, FP&A, reporting, controls, treasury, acquisition onboarding, systems, data, and Finance-team infrastructure as complexity increased.
• Financial and analytical horsepower. Strong personal capability across integrated modeling, forecasting, scenario analysis, unit economics, accounting judgment, liquidity, leverage, working capital, covenants, and capital allocation. The CFO should move fluently between the consolidated enterprise, an acquisition model, a center-level P&L, and the underlying operating drivers.
• Operating Finance and accountability. A track record of turning leading indicators into visibility, cadence, accountability, action, and financial results. Finance should help operators identify issues early, understand drivers, and make better decisions.
• Executive leadership and CEO partnership. High judgment, curiosity, intellectual honesty, low ego, ownership, and communication. The CFO should challenge assumptions with evidence, anticipate what could break as complexity increases, build exceptional teams, and earn credibility with operators, the Board, lenders, and investors.

• Strategy & decision support:
  Translate strategy into capital, liquidity, investment, return, and operating requirements. Frame tradeoffs, quantify risk and opportunity cost, and deliver analysis early enough to shape decisions.
• FP&A & operating insight:
  Own annual planning, rolling forecasts, long-range planning, management reporting, center benchmarking, variance analysis, and KPI architecture. Build an integrated model linking center-level drivers, same-store performance, acquisition cadence, overhead, working capital, debt, covenants, and liquidity, and use it to identify issues early enough for operators to act.
• Accounting & controls:
  Build a reliable close and reporting cadence and own financial-statement integrity, accounting policy, audit, tax, multi-entity consolidation, purchase accounting, and internal…