Chief Financial Officer

Salary Range: $ To $ Annually

Chief Executive Officer

Scottsdale, Arizona headquarters; hybrid, with regular travel to the markets

Controller, FP&A, accounts payable, payroll; outside accounting and tax advisors; capital-markets advisors

77 Jimmy John’s restaurants in seven states, ~$70M net sales; 89 on the Minnesota close in Q4 2026; a path to more than 150 Jimmy John’s restaurants and, beyond that, an additional brand

$225,000–$275,000 base depending on experience; year-one milestone bonus up to $150,000 (recapitalization closed, lender amendment signed, Minnesota integrated, four quarters of covenant compliance); 40% target bonus thereafter; twelve months’ severance in the first twenty-four. Long-term incentive to be discussed at offer

Immediate

Atlas is a profitable multi-unit franchisee that the brand has identified as one of its growth platforms. It is recapitalizing with institutional equity for the first time, closing a 12-unit acquisition in the fourth quarter, re-amortizing its senior facility under an amendment, resolving legacy balance-sheet obligations, and preparing for the acquisitions that take it past 150 Jimmy John’s restaurants before an additional brand is added.

The CFO owns all of that and everything the company’s finances touch while it happens: the lender amendment and covenant reporting, the equity closing and the investor relationship afterwards, the resolution of legacy obligations, the integration of acquired restaurants onto the Atlas chart of accounts, and the monthly package that the lender, the franchisor and the investor each receive from the same ledger.

The first eighteen months are a capital-markets and integration job as much as a controllership. The right candidate has done both.

The equity has closed and the proceeds have retired the legacy obligations on the balance sheet. The lender amendment is signed and the company is operating inside its covenant with headroom. Minnesota is integrated and reporting at Atlas labor and food-cost levels. Monthly reporting to all parties ships from the general ledger within ten days of period close, with the covenant tests and a thirteen-week cash forecast on one page.

A second acquisition has been underwritten on the same model and is closing. There has not been a restatement, a missed accrual or a mapping error in a year. And the CEO has spent that year running the company and the growth, not the finance function.

• Own the senior-lender relationship: covenant certificates, reporting packages, the amendment through to signing, and the consents each acquisition requires.
• Prepare and defend the covenant calculations on the definition as written, including the agreed add-back schedule, and manage the transition from historical treatment.
• Run the equity process alongside the CEO and the capital-markets advisors: data room, management presentation, diligence responses, term-sheet negotiation on the preferred, closing mechanics including lender consents and KYC.
• Serve as the investor’s primary finance contact afterwards: board materials, the monthly package, the dividend and sweep mechanics, the buyback analysis when the window opens.
• Build and own the integrated financial model — three operating cases, quarterly covenant projection, sources and uses, investor returns — so that every party sees one set of numbers.

• Rebuild period close so that the pack ties to the ledger and the ledger ties to the bank: accrual completeness checks for vendor invoices, reconciliation of the franchisor sales feed to the general ledger each period, and a restatement…