Strategic Finance Director

About Beacon Software

Beacon is building the essential technology infrastructure for the everyday economy: the businesses, organizations, and services that make real life work, and that mainstream tech has largely left behind. We acquire, operate, and grow vertical market software companies. They are niche, founder‑built businesses serving industries that are often overlooked and too profitable to ignore.

Our model is simple: we seek out founders who have built their business by spending years understanding their market and prioritizing their customers’ specific needs. We buy great businesses, invest in their continued growth, and hold them permanently, accelerating that growth with an AI‑native platform built specifically for vertical market software. No mandate to cut, flip, or roll up into something unrecognizable.

We are not a financial firm. We are technology entrepreneurs and operators who believe the most important businesses in the world are already running quietly in industries most people never think about. Our job is to find them, support the people who built them, and make them better.

Beacon is backed by a diverse base of investors, with $550M+ raised to date, including General Catalyst, Lightspeed, D1 Capital, CPMG, the family offices of the founders of Stripe, Door Dash, and Ramp, and evergreen funds built for the long game.

This is an exciting and entrepreneurial opportunity to join a fast‑paced technology company with a very significant growth trajectory. Beacon Software is making its first hire on the Strategic Finance team. This is a role where investing turns into building. The individual will report to Beacon’s VP, Strategic Finance and work closely with Beacon’s CEO, CTO, M&A Directors, industry pod leaders, and the General Managers of Beacon’s portfolio companies.

The Strategic Finance team’s mandate spans the financial decisions that shape Beacon: partnering with portfolio companies on growth and value creation, building AI‑native systems that let functions scale non‑linearly with the portfolio, owning Beacon’s capital allocation across organic and inorganic strategies, leading new strategy extensions beyond core software M&A, and building Beacon’s capital markets capability. Team members work across a mix of these areas based on their interests and skillset.

This is an asymmetric opportunity to build a company, with decision authority and velocity over process driving compounding equity. You’ll sit next to the CEO on capital allocation and capital markets, or fill a CFO role across dozens of companies on their most consequential decisions. The playbook will be shaped by you with the goal of building Beacon into a $100B company.

To succeed in this role, this individual should be an enthusiastic and energetic self‑starter, with the ability to translate operator intuition into financial decisions and build the analytical rigor behind Beacon’s platform‑level bets. The ability to manage multiple work streams simultaneously across portfolio companies and platform initiatives will be essential. We are seeking a collaborative professional who wants to contribute ideas on how to improve the status quo and create best‑practices that will accelerate our execution.

Teamwork and positivity are key foundations of this growing team’s culture and ethos.

Location: for discussion. Beacon has offices in Toronto, San Francisco, New York, and Chicago.

Finance partner to acquired companies

• Partner with industry sector leaders and portfolio company General Managers as the financial decision‑making engine across Beacon’s portfolio companies.
• Translate product, AI, and operator intuition into investment decisions: pricing changes, sales hires, direct marketing investments, engineering allocation, and tuck‑in M&A.
• Build value creation plans, set budgets and targets, and make the day‑to‑day capital decisions that drive growth across companies.

Beacon capital allocation

• Help own platform‑level capital allocation: organic platform investment vs. inorganic M&A, platform‑level acquisitions vs. tuck‑ins, debt vs. equity at the corporate level.
• Build the analytical rigor behind…